Hayward City Council
June 4, 2024

(2) FY 2025 recommended budget;
(3) FY 2025 recommended assessment rate; and
(4) Map of the benefit zone (assessment diagram).

Based upon revenues required to fund operations and maintenance, and maintain a capital replacement fund, staff is recommending a FY 2025 per parcel charge of $272.17, which is an increase the assessment rate from FY 2024 ($264.24).

FISCAL AND ECONOMIC IMPACT

Staff has evaluated the District’s fund balance and concurs that funds are adequate for FY 2025.

There is no anticipated fiscal impact to the City’s General Fund associated with this action, as all expenses will be paid using funds held in reserve by MD2.

STRATEGIC ROADMAP

This agenda item is a routine operational item and does not relate to any of the projects outlined in the Council’s Strategic Roadmap.

PUBLIC CONTACT

City staff: 1) mailed a postcard notice to property owners to let them know of their recommended FY 2025 assessment rate, and to alert them to three Public meetings where they could provide input (May 29, June 4, and June 25); 2) held a virtual community meeting via Zoom on May 29; and 3) will publish a legal notice in the East Bay Times on or before June 14, 2024.

NEXT STEPS

Following this Council meeting, the City is proposing to hold a public hearing on June 25, 2024, to provide an opportunity for any interested person to be heard. After the public hearing, the Council may adopt a resolution setting the annual assessment amount as originally proposed or as modified. Following the adoption of this resolution, the final assessor’s roll will be prepared and filed with the County Auditor’s office to be included on the FY 2025 tax roll. Payment of the assessment for each parcel will be made in the same manner and at the same time as payments are made for property taxes. All funds collected through the assessment must be placed in a special fund and can only be used for the purposes stated within this report. If the Council adopts the attached resolution of intention, it will hold a noticed public hearing on June 25, 2024, to consider approving the Engineer’s Report and ordering the levy of assessments for FY 2025.

Prepared by: Manny Grewal, Management Analyst

Recommended by: Todd Rullman, Director of Maintenance Services

Approved by:

Dustin Claussen, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL
RESOLUTION NO. 24-
Introduced by Council Member

RESOLUTION OF INTENTION PRELIMINARILY APPROVING ENGINEER'S

REPORT, DECLARING INTENTION TO LEVY ASSESSMENTS FOR FISCAL YEAR 2025, AND SETTING JUNE 25, 2024, AS THE PUBLIC HEARING DATE CONCERNING MAINTENANCE DISTRICT NO. 2 - EDEN SHORES STORM

WATER FACILITIES AND WATER BUFFER

WHEREAS, Maintenance District No. 2 - Eden Shores Storm Water Facilities and Water Buffer (the “District”) was established by the adoption of Resolution No. 03 -102 to provide funds to operate, maintain, and service a storm water facility and the water buffer bordering the residential portion of Eden Shores, which encompasses the three residential tracts 7316, 7360, and 7361 in the Eden Shores development, totaling 534 homes.

WHEREAS, the District consists of properties as shown on the Assessment Roll which will be available on file in the Office of the Hayward City Clerk on June 25, 2024.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward, as follows:

1. SCI Consulting Group is hereby designated as Engineer of Work for purposes of these proceedings and is hereby ordered to prepare an Final Engineer’s Report in accordance with Article XIIID of the California Constitution.

2. The Engineer of Work has prepared a Preliminary Engineer’s Report in accordance with Section 10-10.25 of the Hayward Municipal Code. Said report has been made, filed, and duly considered by this City Council and is hereby deemed sufficient and intended to be preliminarily approved. Said report shall stand as the report for all subsequent proceedings related to the proposed levy of District assessments for Fiscal Year 2025.

3. It is the intention of the City Cou ncil to order the levy and collection of assessments for the maintenance of the storm water facility and water buffer pursuant to Part 3, Chapter 26 of Division 7 of the California Streets and Highways Code (commencing with Section 5820 thereof).

ATTACHMENT II

4. The proposed assessment for the District for Fiscal Year 2025 is $272.17, which is an increase from the previous fiscal year’s assessment of $264.24. The maximum base assessment amount for the District is subject to an annual adjustment equal to the change in the San Francisco -Oakland-Hayward the Consumer Price Index for All Urban Consumers (CPI -U) from the previous year. The maximum base assessment amount for the District for Fiscal Year 2025 has been increased from the previous year’s maximum base assessment amount of $1,125.80 by 2.36%, which is equal to the percentage increase in CPI -U from February 2023 to February 2024. The maximum base assessment amount for the District for Fiscal Year 2025 is $1,152.44.

5. Reference is hereby made to the aforementioned report on file with the City Clerk for a full and detailed description of the improvements, the boundaries of the proposed District, and the proposed assessments upon assessable lots within said District.

6. On June 25, 2024, at the hour of 7:00 p.m., a public hearing will be held on the levy of the proposed assessment.

7. Prior to the conclusion of said public hearing, any interested person may file a written protest with the City Clerk, or having previously filed a protest, may file a written withdrawal o f that protest. A written protest by a property owner shall contain a description sufficient to identify the property owned by such owner. The City Clerk is hereby directed to cause a notice of said meeting and hearing to be made in the form and manner provided by applicable laws.

IN COUNCIL, HAYWARD, CALIFORNIA, June 4, 2024
ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST:

City Clerk of the City of Hayward

APPROVED AS TO FORM:

City Attorney of the City of Hayward
Fiscal Year 2025 ENGINEER’S REPORT
City of Hayward
Maintenance District No. 2
May 2024
Preliminary Report

ATTACHMENT III
City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025
Page i

City of Hayward
City Council
Mark Salinas, Mayor
Francisco Zermeño, Mayor Pro Tempore
Angela Andrews, Council Member
Ray Bonilla Jr., Council Member
Dan Goldstein, Council Member
Julia Roche, Council Member
George Syrop, Council Member
Clerk of the Council
Miriam Lens
City Manager
Kelly McAdoo
Maintenance Service Director
Todd Rullman
City Attorney
Michael Lawson
Engineer of Work
SCI Consulting Group

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025
Page ii

Table of Contents
Introduction ............................................................................................................... 1 Overview.................................................................................................................................... 1 Legislative Analysis .................................................................................................................... 1 Plans and Specifications ............................................................................................. 3 Introduction ............................................................................................................................... 3 Description of Improvements ................................................................................................... 3 Fiscal Year 2025 Estimate of Cost and Budget ............................................................. 4 Estimate of Costs ....................................................................................................................... 4 Method of Apportionment ......................................................................................... 6 Assessment ................................................................................................................ 7 Vicinity Map ............................................................................................................... 9 Assessment Diagram ................................................................................................ 10 Appendix A - Assessment Roll ................................................................................... 12

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025
Page iii

List of Figures
Figure 1 – 2025 Estimate of Cost ..................................................................................................... 5

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

Introduction
Overview
On April 16, 2002, by Resolution No. 02‐043, the City Council approved the Final Map of Tract 7317 for a 114‐lot residential subdivision, with 109 single‐family homes, located on the northerly side of Eden Shores Boulevard and westerly of the Union Pacific Railroad.

On November 26, 2002, by Resolution No. 02‐171, the City Council approved the Final Map of Tract 7361 for a 120 lot residential subdivision, with 116 single‐family homes, located on the southerly side of Eden Shores Boulevard and westerly of the Union Pacific Railroad.

On June 3, 2003, by Resolution No. 03‐083, the City Council approved the Final Map for Tract 7360, for a 318‐ lot residential subdivision, with 309 single‐family homes located on the southwesterly side of Eden Shores Drive and westerly of the Union Pacific Railroad. The additional lots in each subdivision, 27 in total, will be landscaped areas, parks, wetlands or buffer areas.

Conditions of approval for Tracts No. 7317, 7360 and 7361, included provisions for construction of a water buffer channel and storm‐water pretreatment pond, masonry walls, anti‐predator fences, and landscaping within the proposed development area. Maintena nce District No. 2 provides a funding source to operate and maintain these improvements, including the furnishing of water and electrical energy along with debris removal, weeding, trimming, and pest control spraying.

On June 24, 2003, by Resolution No. 03‐102, the City Council ordered the formation of Maintenance District No. 2 to provide the funding for the operation and maintenance of these facilities. The FY 2004 Final Engineer’s Report (formation report) included a FY 2004 budget which proposed $343,875.00 in expenditures at buildout for an anticipated 525 assessable parcels which equated to Maximum Base Assessment (MBA) Rate of $655.00 per parcel. This MBA rate which may be levied is increased each fiscal year by the prior year’s change in the Consumer Price Index.

Legislative Analysis
Proposition 218 Compliance
On November 5, 1996, California voters approved Proposition 218 entitled "Right to Vote on Taxes Act," which added Articles XIIIC and XIIID to the California Constitution. While its title

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

refers only to taxes, Proposition 218 established new procedural requirements for the formation and administration of assessment districts.

Proposition 218 stated that any existing assessment imposed exclusively to finance the capital costs or maintenance and operation expenses for sidewalks, streets, sewers, water, flood control, drainage systems, or vector control on or before November 6, 1996, shall be exempt from the procedures and approval process of Proposition 218, unless the assessments are increased.

Proposition 218 defines increased, when applied to an assessment, as a decision by an agency that does either of the following:
 Increases any applicable rate used to calculate the assessment.  Revises the methodology by which the assessment is calculated, if that revision results in an increased amount being levied on any person or parcel.

The formation methodology used to calculate the MBA that could be levied in any given year allows the MBA from the prior year to be increased by the prior year’s change in the Consumer Price Index. Therefore, based upon the review of the City Attorney, imp osing the assessment adjustment each year based upon the prior year’s increase in the Consumer Price Index does not require Proposition 218 proceedings.

Noticing, Public Comment, and Public Hearing
Noticing and information regarding this report were provided via the following methods: 1) a notice was mailed to all affected property owners to provide detail of their recommended FY 2025 assessment rate and to alert them to three community meetings where they could provide input (May 29, June 04, June 25); and 2) published a legal notice in the East Bay Times on or before June 14, 2024.

On June 25, 2024, the City is proposing to hold a public hearing to provide an opportunity for any interested person to be heard. After the public hearing, the Council may adopt a resolution setting the annual assessment amounts as originally proposed or as modified. Following the adoption of this resolution, the fin al assessor’s roll will be prepared and filed with the Alameda County Auditor’s Office to be included on the FY 2025 tax roll. Payment of the assessment for each parcel will be made in the same manner and at the same time as payments are made for property taxes.

All funds collected through the assessment must be placed in a special fund and can only be used for the purposes stated within this report.

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

Plans and Specifications
Introduction
The annual Engineer’s Report includes: (1) a description of the improvements to be operated, maintained, and serviced; (2) a listing of the proposed collection rate to be levied upon each assessable lot or parcel; and (3) an estimated budget.

Description of Improvements
The facilities, which have been constructed within the City of Hayward's Maintenance District No. 2 boundaries, and those which may be subsequently constructed, will be operated, maintained, and serviced and are generally described as follows:
• Water Buffer Channel;
• Storm‐water Pre‐Treatment Pond;
• Masonry Walls;
• Anti‐predator Fences; and
• Miscellaneous Landscaping
The operation, maintenance and servicing of these improvements include, but are not limited to personnel, water (for irrigation and buffer replenishment), electrical energy, materials (including diesel fuel and oil), debris removal, weeding, trimming, pest control spraying, etc.

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

Fiscal Year 202 5 Estimate of Cost and Budget
Estimate of Costs
Chapter 10, Article 10, Section 10‐10.25 of the Hayward Municipal Code and as supplemented by the provisions of Chapter 26 of Part 3 of Division 7 of the Streets and Highways Code of the State of California provides that the total cost of operation, maintenance and servicing of the water buffer channel, water treatment pond, masonry walls, anti‐predator fences and landscaping can be recovered by the District. Incidental expenses including administration of the District, engineering fees, legal fees and all other costs associated with these improvements can also be included.

Tract No. 7317, 7360 & 7361
Formed: June 24, 2003
Resolution Number: 03‐102
FY 2025
Maximum Base Assessment Rate: $1,152.44
Assessment Amount per Parcel: $272.17
Number of Parcels: 534
Assessment Income: $145,338.78

The following is an overview of the FY 2025 assessment district:
• Maximum Base Assessment (MBA) Rate: was increased from the prior year’s MBA rate of $1,125.80 to $1,152.44 by applying CPI‐U for the San Francisco‐Oakland‐Hayward MSA (2.36% for the period February 2023 to February 2024).

• Annual CPI increase: the MBA amount can increase annually based upon the prior year’s change in the CPI.

• Assessment revenue: the FY 2025 amount needed to operate and maintain the facilities and contribute to the capital reserve is: $145,338.78.

• Annual assessment charge: each of the 534 parcels shall be apportioned an equal share of the total assessment for this zone as the special benefit derived by the individual parcels is indistinguishable from each other. The FY 2025 per parcel charge will increase from the previous year from $264.24 to $272.17. This amount is below the MBA and is sufficient for maintaining levels of service and for keeping a reserve balance. In future years, if there is a need for additional funds, the assessment amount may be increased up to the MBA amount.

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

• Proposition 218: Future increases in the assessment amount above the MBA amount would require the noticing and balloting of property owners per the requirements of Proposition 218.

Figure 1 – 2025 Estimate of Cost

City of Hayward
Maintenance District No. 2 - Eden Shores - Water Buffer Fund 271, Project 3718
Established 2003, 534 Parcels
FY 2022 FY 2023 FY 2024 FY 2025
Actual Actual Estimated Proposed
Assessment
a. Maximum Base Assessment Amount 1,016.39 1,069.14 1,125.80 1,152.44 b. Annual Per Parcel Assessment 228.79 240.22 264.24 272.17 c. # of Parcels 534 534 534 534 d. Total Amount Assessed for the District: 122,175 128,277 141,105 145,339 Income
a. Annual Assessment Revenue 122,605 128,468 141,105 145,339 b. Minus County Tax Collection Fee (1.7%) (2,077) (2,181) (2,399) (2,471) c. Other (7,045) 2,973 3,600 3,700 d. Total Revenue: 113,483 129,260 142,306 146,568 Services
a. Utilities: Water 50,682 61,305 70,000 77,000 b. Utilities: PGE 16,138 20,104 18,000 21,600 c. Landscaping Maintenance 32,688 32,688 33,669 34,679 d. One‐time Project/Maintenance 42,973 9,899 45,000 56,350 e. Fence Repair 75,000
f. Fire Hazard Mitigation (Goats) ‐ ‐ 7,700 7,931 g. Property Owner Noticing 218 21 22 23 h. Annual Reporting 1,012 480 494 509 i. City Administration 4,202 4,328 4,458 4,592 j. Total Expenditures: 147,912 128,825 179,343 277,683 Account Balance
a. Beginning Account Balance 374,652 340,223 340,659 303,622 b. Net Change (Revenue - Expenditures) (34,429) 436 (37,037) (131,115) c. Ending Account Balance: 340,223 340,659 303,622 172,507

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

Method of Apportionment
Chapter 10, Article 10, Section 10‐10.25 of the Hayward Municipal Code and as supplemented by the provisions of Chapter 26 of Part 3 of Division 7 of the Streets and Highways Code of the State of California permits the establishment of assessment districts by agencies for the purpose of providing certain public improvements which include the operation, maintenance and servicing of water bu ffer channels, water treatment ponds, masonry walls, predator fences and landscaping.

Proposition 218 requires that maintenance assessments must be levied according to benefit rather than according to assessed value. In addition, Article XIIID, Section 4(a) of the California Constitution limits the amount of any assessment to the proportion al special benefit conferred on the property.

Because assessments are levied on the basis of benefit, they are not considered a tax, and, therefore, are not governed by Article XIIIA of the California Constitution.

Article XIIID of the California Constitution provides that publicly owned properties must be assessed unless there is clear and convincing evidence that those properties receive no special benefit from the assessment. Exempted from the assessment would be the areas of public streets, public avenues, public lanes, public roads, public drives, public courts, public alleys, public easements, and rights‐of‐ways.

The properties benefiting from the operation, maintenance and servicing of water buffer channels, water treatment ponds, masonry walls, predator fences and landscaping consist of the 534 single‐ family residential lots located within Tracts No. 7317, 7360 and 7361.

Each of the 534 single‐family residential lots receive a special benefit in that they are able to be developed because protection to the adjacent open space has been provided through the construction of these improvements. The special benefit derived by the individual parcels is indistinguishable between parcels. Therefore, all residential parcels derive the same benefit and the corresponding method of assessment for residential land uses is based on a per parcel basis.

The estimated Fiscal Year 202 5 proposed assessment revenue is $ 145,338.78. The proposed assessment for the District for Fiscal Year 202 5 is $272.17 per parcel, which is the same amount as the previous fiscal year’s assessment. The MBA amount for the District is subject to an annual adjustment equal to the change in the applying CPI‐U for the San Francisco‐Oakland‐Hayward MSA from the previous year. T he MBA amount for the District for Fiscal Year 202 5 has been increased from the previous year’s MBA amount of $ 1,125.80 by 2.36%, which is equal to the percentage increase in CPI‐U from February 202 3 to February 202 4. The MBA amount for the District for Fiscal Year 2024 is $1,152.44.

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

Assessment
WHEREAS, the City Council of the City of Hayward, County of Alameda, California, Pursuant to Chapter 26 of Part 3 of Division 7 of the Streets and Highways Code of the State of California, and Chapter 10, Article 10, Section 10‐10.25 of the Hayward Municipal Code, and in accordance with the Resolution of Intention, being Resolution No. 24‐XX, preliminarily approving the Engineer’s Report, as adopted by the City Council of the City of Hayward, on June 4, 2024, and in connection with the proceedings for;
WHEREAS, said Resolution directed the undersigned Engineer of Work to prepare and file a report presenting an estimate of costs, a diagram for the Assessment District and an assessment of the estimated costs of the improvements upon all assessable parcels within the Assessment District, to which Resolution and the description of said proposed improvements therein contained, reference is hereby made for further particulars;
NOW, THEREFORE, the undersigned, by virtue of the power vested in me and the order of the City Council of the City of Hayward, hereby make the following assessments to cover the portion of the estimated cost of Improvements, and the costs and expenses incidental thereto to be paid by the Assessment District.

As required, an Assessment Diagram is hereto attached and made a part hereof showing the exterior boundaries of the Assessment District. The distinctive number of each parcel or lot of land in the Assessment District is its Assessor Parcel Number appearing on the Assessment Roll.

I do hereby assess and apportion said net amount of the cost and expenses of the Improvements, including the costs and expenses incident thereto, upon the parcels and lots of land within said Assessment District, in accordance with the special benefits to be received by each parcel or lot from the improvements, and more particularly set forth in the Estimate of Costs and Method of Assessment hereto attached and by reference made a part hereof.

The assessments are made upon the parcels or lots of land within Assessment District, in proportion to the special benefits to be received by the parcels or lots of land, from the Improvements.

Each parcel or lot of land is described in the Assessment Roll by reference to its parcel number as shown on the Assessor's Maps of the County of Alameda for the fiscal year 202 5. For a more particular description of said property, reference is hereby made to the deeds and maps on file and of record in the office of the County Recorder of the County.

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

I hereby place opposite the Assessor Parcel Number for each parcel or lot within the Assessment Roll, the amount of the assessment for the fiscal year 202 5 for each parcel or lot of land within said Maintenance District No. 2.

Dated: May 16, 2024

Engineer of Work

By ____________________________
John W. Bliss, License No. C052091

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

Vicinity Map

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

Assessment Diagram
The Assessment District Diagram for the City of Hayward's Maintenance District No. 2 (Eden Shores) is on file in the Office of the Hayward City Clerk and is incorporated in this report in Appendix “A”.

A detailed description of the lines and dimensions of each lot or parcel within the Assessment District are those lines and dimensions shown on the maps of the Assessor of the County of Alameda for Fiscal Year 2025.

For additional information as to the bearings, distances, monuments, easements, etc. of subject subdivisions, reference is hereby made to Final Tracts Maps No. 7317, 7360 and 7361 filed in the Office of the Recorder of Alameda County

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2025

Appendix A - Assessment Roll
A list of names and addresses of the owners of all parcels within the City of Hayward's Maintenance District No. 2 are shown on the last equalized Property Tax Roll of the Assessor of the County of Alameda. This list is keyed to the Assessor's Parcel Numbers as shown on the Assessment Roll on file in the Office of the Hayward City Clerk.

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 24-302
DATE: June 4, 2024
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt Resolutions Authorizing the City Manager to (1) Amend the Professional Services Agreement with Mark Thomas & Company for Extended Construction Support Services by $154,000 for a Not to-Exceed Amount of $1,780,180 and (2) Amend the Contract with Bellecci & Associates, Inc., by $72,500 for a Not- to Exceed Amount of $147,433 for the Mission Boulevard Corridor Improvements Phase 3 Project, Project No. 05287

RECOMMENDATION
That Council adopts the attached resolutions (Attachments II, III) authorizing the City Manager to:

1. Amend the Professional Services Agreement (PSA) with Mark Thomas & Company (Mark Thomas) for extended construction support services for the Mission Boulevard Corridor Improvements Phase 3 project by $154,000 for a not-to-exceed (NTE) amount of $1,780,180;

2. Amend the Contract with Bellecci & Associates, Inc., (Bellecci) for extended construction staking services for the Mission Boulevard Corridor Improvements Phase 3 project by $72,500 for a NTE amount of $147,433.

SUMMARY
Construction of the Mission Boulevard Corridor Improvements Phase 3 project from A Street to Rose Street started on July 10, 2023. After the start of construction, a number of issues were encountered that now extends the estimated construction completion date to Summer of 2025.

Mark Thomas was contracted to provide final design for the project as well as construction support during construction. Mark Thomas provided construction support services when construction started and their remaining fees are nearly exhausted. Staff negotiated a fee of $154,000 with Mark Thomas & Company for additional construction support services. Construction also requires construction staking. A request for proposal for construction staking was issued and a contract was established with Bellecci.

The remaining amount will also soon be exhausted.

Staff recommends that Council authorizes the City Manager to amend the PSA for construction support CITY OF HAYWARD Printed on 5/31/2024Page 1 of 2
powered by Legistar™
File #:CONS 24-302
with Mark Thomas to increase the contract amount to $154,000, with a total NTE amount of $1,780,180 and amend the contract with Bellecci to increase the contract amount to $72,500, with a total NTE amount of $147,433.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution Mark Thomas
Attachment III Resolution Bellecci & Associates
CITY OF HAYWARD Printed on 5/31/2024Page 2 of 2
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DATE: June 4, 2024

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt Resolutions Authorizing the City Manager to (1) Amend the Professional Services Agreement with Mark Thomas & Company for Extended Construction Support Services by $154,000 for a Not to-Exceed Amount of $1,780,180 and (2) Amend the Contract with Bellecci & Associates, Inc., by $72,500 for a Not-to Exceed Amount of $147,433 for the Mission Boulevard Corridor Improvements Phase 3 Project, Project No. 05287

RECOMMENDATION

That Council adopts the attached resolutions (Attachments II, III) authorizing the City Manager to:

1. Amend the Professional Services Agreement (PSA) with Mark Thomas & Company (Mark Thomas) for extended construction support services for the Mission Boulevard Corridor Improvements Phase 3 project by $154,000 for a not-to- exceed (NTE) amount of $1,780,180;

2. Amend the Contract with Bellecci & Associates, Inc., (Bellecci) for extended construction staking services for the Mission Boulevard Corridor Improvements Phase 3 project by $72,500 for a NTE amount of $147,433.

SUMMARY

Construction of the Mission Boulevard Corridor Improvements Phase 3 project from A Street to Rose Street started on July 10, 2023. After the start of construction, a number of issues were encountered that now extends the estimated construction completion date to Summer of 2025.

Mark Thomas was contracted to provide final design for the project as well as construction support during construction. Mark Thomas provided construction support services when construction started and their remaining fees are nearly exhausted. Staff negotiated a fee of $154,000 with Mark Thomas & Company for additional construction support services. Construction also requires construction staking. A request for proposal for construction staking was issued and a contract was established with Bellecci. The

remaining amount will also soon be exhausted.

Staff recommends that Council authorizes the City Manager to amend the PSA for construction support with Mark Thomas to increase the contract amount to $154,000, with a total NTE amount of $1,780,180 and amend the contract with Bellecci to increase the contract amount to $72,500, with a total NTE amount of $147,433.

BACKGROUND

Construction of Phase 1 of the Mission Boulevard Corridor Improvement Project from A Street to Industrial Parkway and Foothill Boulevard from Mission Boulevard to Apple Avenue was completed in January 2014. Construction of Phase 2 of the project from Industrial Parkway to the south City limit at Blanche Street was completed in March 2021.

The final phase of the Mission Boulevard Corridor Improvement Phase 3 project is from A Street to the north City limit at Rose Street.

On February 07, 2023, Council adopted a resolution approving the plans and specifications for the construction of the Mission Boulevard Corridor Improvement Phase 3 project and call for bids. On April 25, 2023, Council adopted a resolution awarding the construction contract to DeSilva Gates Construction for the construction of this project.

DISCUSSION

Construction started on July 10, 2023. After the start of construction, a number of issues were encountered. One of the first items of work was to underground the overhead electric utilities. Part of this work included trenching to install the conduits and installing boxes and vaults for PG&E, Comcast and AT&T. The undergrounding of the overhead electric utilities also entails that the individual businesses and residential properties’ electrical service need to be converted from overhead to underground. This project also included installation of new storm drain pipes, inlets and bioretention areas to better facilitate drainage and treatment of stormwater. At many locations, the contractor encountered existing underground utilities that conflicted with the installation of these pipes and appurtenances per plan. To resolve these conflicts, City and Mark Thomas staff worked to resolve these issues that included revision of the plans.

The design of this project included the addition of bike facilities. Due to the narrow right- of-way, a cycle track was included during design and incorporated in the contract documents. The cycle track is adjacent to the sidewalk and consists of a concrete surface; however, during construction, staff recommended changing the material to asphalt and adding directional paver to delineate the cycle track from the sidewalk. This revision required re-design by Mark Thomas to issue as plan changes to the contractor.

Amendment of Mark Thomas & Company’s PSA
On April 11, 2017, Council approved a resolution authorizing the City Manager to enter into a Professional Services Agreement with Mark Thomas for design services and technical support during construction in an amount not-to-exceed $700,000.

On May 21, 2019, Council approved a resolution adopting an amendment to the PSA with Mark Thomas increasing the contract amount by $475,000 for right-of-way services with a total not-to-exceed amount of $1,175,000.

On July 21, 2020, Council approved a resolution adopting an amendment to the PSA with Mark Thomas increasing the contract amount by $150,000 for additional design work with a total not-to-exceed amount of $1,325,000.

On January 26, 2021, Council approved a resolution adopting an amendment to the PSA with Mark Thomas, increasing the contract amount by $194,180 for revisions to the design with a total not-to-exceed amount of $1,519,180.

On April 25, 2023, Council approved a resolution adopting an amendment to the PSA with Mark Thomas, increasing the contract amount by $107,000 for final right-of-way and construction support services with a total not-to-exceed amount of $1,626,180.

Due to the above-mentioned unanticipated work by Mark Thomas, their remaining fees are nearly exhausted. Staff negotiated a fee of $154,000 with Mark Thomas & Company for additional construction support services. Staff recommend execution of an amendment to increase the value of the PSA with Mark Thomas for construction support by $154,000 for a total not-to-exceed contract amount of $1,780,180.

Amendment of Bellecci & Associates Inc., Contract
Construction requires construction survey staking so that the contractor builds the project pursuant to design grades. Typically, construction staking is provided by the staff survey team; however, due to workload and staffing, a request for proposal was issued on April 19, 2023. A contract was awarded to Bellecci in the amount of $74,933. Bellecci provided construction staking from the start of construction but required making multiple trips due to the number of separate phases that is constructed. Bellecci’s contract was to provide each type of staking in one trip. Also, there has been additional staking that is required but not included in Bellecci’s contract. Because the added trips and staking services were not anticipated, their remaining fees will soon be exhausted. Staff negotiated a fee of $72,500 with Bellecci for additional construction staking services. Staff recommend execution of an amendment to increase the value of the contract with Bellecci for construction staking services by $72,500 for a total not-to-exceed contract amount of $147,433.

ECONOMIC IMPACT

Since a portion of this project is funded by Measure BB, this project is required to meet Local Business Contracting Equity (LBCE) Program goals. The participation goals are 60% for Local Business Enterprise (LBE) and 20% for Small Local Business Enterprise (SLBE) pursuant to the Alameda CTC Local LBCE Program. DeSilva Gates Construction (DGC) has listed 37% LBE participation and 4% SLBE participation which do not meet the goals; however, DGC has provided documentation of good faith efforts. Staff continues to track

DGC’s listed LBE and SLBE participation throughout construction.

In addition to the LBCE goals, the City’s Community Workforce Agreement is a requirement of the contract since the engineer’s estimate is over $1,000,000. One of the CWA goals is that Hayward residents and especially Hayward Unified School District Graduates will perform a minimum 30% of the hours worked on a craft by craft basis.Currently, laborers are at 24%, operating engineers are at 1%, teamsters and carpenters are both at 0%. Staff continues to track and remind the contractor of the goal.

Completion of Phase 3 improvements will result in a complete street and positive economic benefits for businesses along the Mission Boulevard Corridor. Additionally, this project will contribute to the economic vitality of the City and County since this project is required to meet the LBCE goals.

FISCAL IMPACT

The estimated project costs for Phase 3 are as follows:

Estimated Cost
Design $1,800,000
Construction $15,742,743
Construction Contingency (ACO) $1,574,274
Estimated PG&E Contract for Undergrounding $1,800,000
Construction Admin, Inspection, Testing $2,288,000
Phase 3 Project Total $23,205,017

Staff recommends funding the increase costs for the amendment amounts with Mark Thomas and Bellecci through the Mission Boulevard Corridor Improvements Phase 3 project. There is sufficient funding in Construction Admin, Inspection and Testing to cover the costs associated with the amendments with both Mark Thomas and Bellecci

STRATEGIC ROADMAP

This agenda item supports the Strategic Priority of Improve Infrastructure. Specifically, this item relates to the implementation of the following project:

Project 7c: Complete design of Mission Boulevard Phase 3 and construction

SUSTAINABILITY FEATURES

This project incorporates sustainability features as they relate to water, energy, and the environment. Additionally, improvements such as the cycle track and sidewalk will promote health through physical activity.

PUBLIC CONTACT

Prior to the start of construction, notices were mailed to businesses and residents informing them of the work and start of construction. Businesses and residents are also notified prior to temporary closures at their frontage for demolition of the sidewalk and improvements. The conflicts and changes mentioned in the Discussion section have delayed work at the frontages of businesses where existing sidewalks have been removed.

Staff has reached out to the affected businesses providing an update for why construction has paused. Finally, some businesses have mentioned difficulties with parking access for customers, so additional temporary businesses open during construction and arrow signs have been installed.

NEXT STEPS

If Council approves the resolutions for the amendments, staff will route the amendment to the Professional Services Agreement with Mark Thomas and increase the contract amount with Bellecci.

Prepared by: Dave Hung, Senior Civil Engineer
Kathy Garcia, Deputy Director of Public Works

Recommended by: Alex Ameri, Director of Public Works

Approved by:

___________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN

AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH MARK

THOMAS & COMPANY , FOR CONSTRUCTION SUPPORT SERVICES FOR THE MISSION BOULEVARD CORRIDOR IMPROVEMENTS PHASE 3 PROJECT

WHEREAS, the aforesaid parties have entered into that certain Agreement dated 15th day of May 2017, entitled “Agreement for Professional Services between the City of Hayward and Mark Thomas & Company for Mission Boulevard Corridor Improvements Phase 3”; and

WHEREAS, by Resolution No. 23-098, on April 25, 2023, Council adopted a resolution authorizing the City Manager to execute an amendment to the Professional Services Agreement with Mark Thomas & Company for additional services by $107,000 for a not-to- exceed amount of $1,626,180; and

WHEREAS, due to unanticipated work by Mark Thomas & Company to resolve unforeseen conflicts found during construction and necessary design changes, the remaining fee is nearly exhaust; and

WHEREAS, the City and the Consultant desire to amend the Agreement in certain respects to provide extended construction support services for the Mission Boulevard Corridor Improvements Phase 3 Project.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Hayward that the City Manager is hereby authorized to execute, on behalf of the City of Hayward, an amendment to the agreement with Mark Thomas & Company for extend construction support services in an amount not-to-exceed $154,000, thereby increasing the total contract amount to a total not-to-exceed $1,780,180 associated with the Mission Boulevard Corridor Improvements Phase 3 Project, in a form approved by the City Attorney.

ATTACHMENT II

IN COUNCIL, HAYWARD, CALIFORNIA ______________________.

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

ATTACHMENT III

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN
AMENDMENT TO THE CONTRACT WITH BELLECCI & ASSOCIATES, INC., FOR

CONSTRUCTION STAKING SERVICES FOR THE MISSION BOULEVARD CORRIDOR IMPROVEMENTS PHASE 3 PROJECT

WHEREAS, the aforesaid parties have entered into that certain Contract dated 26th day of June 2023 between the City of Hayward and Bellecci & Associates, Inc., for Mission Boulevard Corridor Improvements Phase 3”; and

WHEREAS, additional construction staking and added trips to meet the construction phases, additional construction staking services is required by Bellecci & Associates, Inc.; and

WHEREAS, the City and the Consultant desire to amend the Contract in certain respects to provide extended construction staking services for the Mission Boulevard Corridor Improvements Phase 3 Project.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Hayward that the City Manager is hereby authorized to execute, on behalf of the City of Hayward, an amendment to the contract with Bellecci & Associates, Inc., for extended construction staking services in an amount not -to-exceed $72,500, thereby increasing the total contract amount to a total not -to-exceed $147,433 associated with the Mission Boulevard Corridor Improvements Phase 3 Project, in a form approved by the City Attorney.

ATTACHMENT III

IN COUNCIL, HAYWARD, CALIFORNIA ______________________.

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 24-316
DATE: June 4, 2024
TO: Mayor and City Council
FROM: Director of Finance

SUBJECT
Adopt a Resolution Authorizing the City Manager to Execute the Eighth Amendment to the Purchase and Sale Agreement with Caltrans for Transfer and Development of State Highway 238 Bypass Properties that Extends the Deadline for the City to Dispose of the Properties by Five Years from 2027 to 2032

RECOMMENDATION
That Council adopt the following resolution:

1. A resolution authorizing the City Manager to execute the Eighth Amendment to the Purchase and Sale Agreement with Caltrans for the transfer and development of State Highway 238 Bypass Project properties and finding the project is consistent with prior California Environmental Quality Act (CEQA) determinations.

SUMMARY
After abandoning the State Route 238 Bypass Project in the 1970’s, Caltrans began selling parcels that had previously been acquired for the planned freeway. In order to ensure that future development of the State Route 238 parcels located in Hayward align with the City’s land use policies and overall vision, the City negotiated a Purchase and Sale Agreement (PSA) with Caltrans in 2016 to manage the disposition and development of former right of way for the now defunct 238 Bypass. The City-controlled State Route 238 properties are divided into ten “parcel groups.”
The PSA, as amended, currently requires that the City dispose of the properties by January 20, 2027. In light of the current real estate market challenges (e.g. higher interest rates and construction costs) City staff and Caltrans staff have acknowledged that the deadline for the City to dispose of all of the parcel groups should be extended. An amendment extending that deadline has been prepared for the City Council’s consideration.

ATTACHMENTS
Attachment I Staff Report
CITY OF HAYWARD Printed on 5/31/2024Page 1 of 2
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File #:CONS 24-316
Attachment II Resolution
CITY OF HAYWARD Printed on 5/31/2024Page 2 of 2
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DATE: June 4, 2024

TO: Mayor and City Council

FROM: Director of Finance

SUBJECT: Resolution Authorizing the City Manager to Execute The Eighth Amendment to the Purchase and Sale Agreement with Caltrans for Transfer and Development of State Highway 238 Bypass Properties That Extends the Deadline for the City to Dispose of the Properties by Five Years from 2027 to 2032

RECOMMENDATION

That Council adopt the following resolution:

1. A resolution authorizing the City Manager to execute the Eighth Amendment to the Purchase and Sale Agreement with Caltrans for the transfer and development of State Highway 238 Bypass Project properties and finding the project is consistent with prior California Environmental Quality Act (CEQA) determinations.

SUMMARY

After abandoning the State Route 238 Bypass Project in the 1970’s, Caltrans began selling parcels that had previously been acquired for the planned freeway. In order to ensure that future development of the State Route 238 parcels located in Hayward align with the City’s land use policies and overall vision, the City negotiated a Purchase and Sale Agreement (PSA) with Caltrans in 20161 to manage the disposition and development of former right of way for the now defunct 238 Bypass. The City-controlled State Route 238 properties are divided into ten “parcel groups.”

The PSA, as amended, currently requires that the City dispose of the properties by January 20, 2027. In light of the current real estate market challenges (e.g. higher interest rates and construction costs) City staff and Caltrans staff have acknowledged that the deadline for the City to dispose of all of the parcel groups should be extended. An amendment extending that deadline has been prepared for the City Council’s consideration.

1 https://portal.laserfiche.com/Portal/DocView.aspx?id=380620&repo=r-b6d2994c&searchid=9b4cafe3- f0b8-4acd-9a47-783e7a0f305c

BACKGROUND

The City of Hayward entered into a PSA with Caltrans in January 2016 to acquire 10 parcel groups comprised of properties acquired by Caltrans for the State Route 238 expansion project. Caltrans has transferred those properties to the City subject to the City managing the disposition and development of these parcel groups with the goals of removing blight, enhancing community involvement in the development process, and creating economic and public benefits, such as job generating uses and trails and parks. As the City sells or transfers particular parcels, the City is obligated to repay Caltrans the negotiated purchase prices for the various parcel groups under the PSA. Table 1 provides the current status of the disposition of the parcel groups.

TABLE 1: STATUS OF 238 PARCEL GROUPS

PARCEL
GROUP
STATUS ENTITY EST.

DISPOSITION

TIMELINE

ESTIMATED UNIT
COUNTS

AFFORDABLE

UNIT COUNT
1 & 10 Sold / Under
Construction
William Lyon Homes
(SOHAY)
2018 -
transferred
472 (approved) 48 (approved)
2 Sold / Under
Construction
The True Life
Companies (Mirza)
2021 -
transferred
189 (approved) 20 (approved)
3 Sold / Under
Construction
Eden Housing and The
Pacific Companies
2022 -
transferred
176 (approved) 176 (approved)
4 Master Development
Planning
City of Hayward 2029 3 0
5 Entitlements and DDA
Approved
Trumark Properties,
LLC
2027 92 (under
review by
Developer)
18 (under
review by
Developer)
6 Developer solicitation
in future
City of Hayward 2029 300 30
7 Lower lot – Sold and
operating
One Subaru of
Hayward
2020 -
transferred
0 0
7 Upper lot City of Hayward 2029 0 0
8 Affordable Housing:

Execution of DDA
approved

Open Space: Under
negotiations

Market Rate:

Developer solicitation
in future

AH: Resources for
Community
Development

OS: HARD

MR: City of Hayward
2026

2024

2029
89 (approved)

100
89 (approved)
9 Developer solicitation
in future
City of Hayward 2029 TBD TBD
TOTAL 1,403 3812

2 Staff estimates 27% of total Route 238 Corridor Lands Development residential units will be affordable.

DISCUSSION

Since the execution of the PSA, City staff and Caltrans have communicated regularly regarding the disposition of the parcel groups. Due to increase in interest rates, construction costs, and competitiveness for construction financing for residential projects, City staff and Caltrans staff have acknowledged that the deadline for the City to dispose of all of the parcel groups should be extended. The City have executed seven prior amendments to the PSA addressing technical and timing issues related to the sale of the property.

A. Proposed Eighth Amendment to the PSA

The proposed amendment simply extends by five years the deadline by which the City is required to dispose of the properties.

ENVIRONMENTAL REVIEW

Pursuant to the California Environmental Quality Act (Public Resources Code Sections 21000 et seq.) ("CEQA") and its implementing guidelines, the approval of the PSA is eligible for streamlined, ministerial approval pursuant to Government Code Section 65913.4, and is therefore exempt from review pursuant to Public Resources Code Section 21080(b)(1), which states the general rule that CEQA does not apply to ministerial projects.

ECONOMIC IMPACT

The proposed disposition of the parcel groups would have a positive economic benefit in that it would result in development of a currently vacant sites with new residential units and rehabilitate existing units that require infrastructure investment, and this would beautify the sites and increase surrounding property values. Developers will leverage the City’s investment in their project to secure funding from the County, the State, and private sources.

FISCAL IMPACT

The proposed amendment would have no additional fiscal impact on the City. The City currently is responsible for the maintenance of the properties transferred by Caltrans.

STRATEGIC ROADMAP

The proposed project supports the Strategic Priorities of Preserve, Protect, and Preserve Housing for All, as well as of Grow the Economy, and specifically, relates to the implementation of the following project:

Project E13: Continue to work on Route 238 Corridor lands disposition and development.

NEXT STEPS

Following Council approval, staff will take the necessary steps to execute Amendment 8 to the PSA.

Prepared by: Nicole Gonzales, Finance Director

Recommended by: Nicole Gonzales, Finance Director

Approved by:

____________________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL
RESOLUTION NO. 24-
Introduced by Council Member

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HAYWARD

AUTHORIZING THE CITY MANAGER TO ENTER INTO THE EIGHTH

AMENDMENT TO THE PURCHASE AND SALE AGREEMENT BETWEEN THE

STATE OF CALIFORNIA DEPARTMENT OF TRANSPORTATION AND CITY OF HAYWARD FOR THE 238 EXCESS PROPERTIES TO EXTEND THE TERM OF SALE FOR FIVE ADDITIONAL YEARS TO JANUARY 2032

WHEREAS, the City of Hayward ("City") and the State of California, acting by and through its Department of Transportation ("Caltrans") entered into that certain Purchase and Sale Agreement (“PSA”) effective January 20, 2016, which PSA sets forth the terms and conditions for the Department’s sale to City of certain Route 238 Excess Properties; and

WHEREAS, the PSA with Caltrans allows the City to buy and dispose of ten different parcel groups for a period that expires in January 202 7 pursuant to the “Term of Sale” provision in the PSA; and
WHEREAS, the PSA allows for amendment or modification of the PSA by writing executed by all parties; and

WHEREAS, the parties amended the PSA on several occasions, most recently on in 2020 by entering into the Seventh Amendment to the PSA; and WHEREAS, the City has made substantial progress in the disposal of the properties subject to the PSA; and

WHEREAS, in light of the current real estate market challenges (e.g. higher interest rates an d construction costs) City staff and Caltrans staff have acknowledged that the deadline for the City to dispose of all of the parcel groups should be extended; and WHEREAS, the City and Caltrans wish to extend the Term of Sale provision in the PSA five years from January 2027 to January 2032 due to current real estate market challenges; and

WHEREAS, the authorization for the amendment of the PSA taken in furtherance of the disposition of 238 properties is exempt under the California Environmental Quality Act (CEQA) under Gov. Code Section 14528.65 and under 14 Cal Code Regs. Section 15061(b)(3).

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward hereby authorizes and directs the City Manager to negotiate and execute a Eighth Amendment to the PSA with Caltrans to extend the Term of Sale provision by five years to January 2032 and to make other related amendments consistent with the terms generally outlined in this Resolution and the accompanying staff report, in a form approved by the City Attorney.

IN COUNCIL, HAYWARD, CALIFORNIA , 2024

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST:

City Clerk of the City of Hayward

APPROVED AS TO FORM:

City Attorney of the City of Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: PH 24-024
DATE: June 4, 2024
TO: Mayor and City Council
Redevelopment Successor Agency Board of Directors
Housing Authority Board of Directors
FROM: Director of Finance

SUBJECT
FY 2025 Budget/CIP Public Hearing and Adoption: Public Hearing for the Proposed FY 2025 Operating Budgets for the City of Hayward, Hayward Redevelopment Successor Agency, and Hayward Housing Authority; FY 2025 Capital Improvement Program Budget; Adoption of the FY 2025 Operating Budgets and Appropriations for FY 2025; Adoption of the FY 2025 Capital Improvement Program Budget and Appropriations for FY 2025; Adoption of the Hayward Redevelopment Successor Agency Budget; and Adoption of the Hayward Housing Authority Budget

RECOMMENDATION
That the Council: considers the Proposed FY 2025 Operating Budgets of the City, Redevelopment Successor Agency, Housing Authority and Capital Improvement Program (CIP); conducts a Public Hearing on each; and adopts each of the above-mentioned documents should there be no further action needed based on public testimony or at Council’s request.

SUMMARY
The Council will conduct a public hearing for the adoption of the Proposed FY 2025 Operating Budgets and FY 2025 Capital Improvement Program Budget. Should there be no needed actions following public testimony or Council direction, Council will consider adoption of the FY 2025 Operating Budgets, and FY 2025 Capital Improvement Program Budget.

ATTACHMENTS
Attachment I Staff Report
Attachment II FY 2025 Operating Budget Resolution
Attachment III FY 2025 Exhibits A & B to FY 2025 Operating Budget Resolution Attachment IV FY 2025 Budget Redevelopment Agency Successor Resolution Attachment V FY 2025 Budget Housing Authority Resolution Attachment VI FY 2025 Capital Improvement Projects Budget Resolution CITY OF HAYWARD Printed on 5/31/2024Page 1 of 2
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File #:PH 24-024
Attachment VII FY 2025 Budget Community Agency Funding Resolution Attachment VIII Exhibits A & B to Community Agency Funding Recommendation Attachment IX General Fund Long Range Financial Model Update CITY OF HAYWARD Printed on 5/31/2024Page 2 of 2
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DATE: June 4, 2024

TO: Mayor and City Council
Redevelopment Successor Agency Board of Directors
Housing Authority Board of Directors

FROM: Director of Finance

SUBJECT: FY 2025 Budget/CIP Public Hearing and Adoption: Public Hearing for the Proposed FY 2025 Operating Budgets for the City of Hayward, Hayward Redevelopment Successor Agency, and Hayward Housing Authority; FY 2025 Capital Improvement Program Budget; Adoption of the FY 2025 Operating Budgets and Appropriations for FY 2025; Adoption of the FY 2025 Capital Improvement Program Budget and Appropriations for FY 2025; Adoption of the Hayward Redevelopment Successor Agency Budget; and Adoption of the Hayward Housing Authority Budget

RECOMMENDATION

That the Council: considers the Proposed FY 2025 Operating Budgets of the City, Redevelopment Successor Agency, Housing Authority and Capital Improvement Program (CIP); conducts a Public Hearing on each; and adopts each of the above-mentioned documents should there be no further action needed based on public testimony or at Council’s request.

SUMMARY

The Council will conduct a public hearing for the adoption of the Proposed FY 2025 Operating Budgets and FY 2025 Capital Improvement Program Budget. Should there be no needed actions following public testimony or Council direction, Council will consider adoption of the FY 2025 Operating Budgets, and FY 2025 Capital Improvement Program Budget.

BACKGROUND

The Proposed FY 2025 Operating Budget was delivered to Council on Friday, April 26, 2024, in advance of the May 11, 2024, Saturday work session. The operating budget is comprised of different funding sources, with the General Fund representing the largest single fund for which the Council has the most discretion. The total City expenditure budget for the Proposed FY 2025 Annual Budget as provided to Council on April 26, 2024, was $416.7 million, with a General Fund budget of $218.1 million.

Since April 26, Council held a budget work session on May 11 to further discuss the proposed budget1. These work sessions included presentations, Council discussions, and a time for public input on the following:

 The City’s FY 2025 overall operating budget
 Department/Program budgets and operations

The CIP budget work session was held on May 72. Following these work sessions, changes to the FY 2025 Proposed Operating and CIP Budgets are recommended as detailed in this report.

This meeting has been noticed as a public hearing on the Proposed FY 2025 Operating and CIP budgets and is another opportunity to receive public input. Upon closure of the public hearing, Council will provide any additional comments and direction to staff and, should there be no public testimony or Council directed changes to the FY 2025 Proposed Operating and CIP budgets, both documents will be considered for adoption upon the closing of the Public Hearing. Should there be public testimony and/or direction from the Council that requires changes to either the FY 2025 Operating or CIP budgets, the public hearing will be closed, and the Proposed FY 2025 Operating and CIP budgets will be presented for adoption on June 18, 2024.

DISCUSSION

The Proposed FY 2025 Operating Budget and CIP documents provide the foundation for the budget discussions. Through discussions at the various budget work sessions/meetings, recommended adjustments to the proposed budget are incorporated in this report, which contains a summary of the changes to date, and the impacts to the General Fund and all other operating funds.

The Proposed FY 2025 Operating Budget provided to Council on April 26, 2024, was balanced with the projected use of $1.7 million in General Fund Reserves. The City continues to forecast structural budget gaps in future years, as the City continues to recover from the impacts of the pandemic while continuing to balance rising operational costs. On Saturday, May 11, 2024, Council discussed the Proposed FY 2025 Operating Budget at an all-day work session.

Revisions made after the May 11 budget work session are detailed below. The incorporated changes to the Proposed FY 2025 Operating Budget will result in the projected use of $1.8 million in General Fund Reserves, an increase of $0.1 million over what was presented to the Council on April 26, 2024.

On April 11, 2024, the Planning Commission held a public hearing and found the proposed FY 2025-2034 CIP document in conformance with the General Plan. On April 24, 2024, the Council Infrastructure Committee (CIC) discussed the proposed CIP budget and new CIP online platform. On May 7, 2024, Council reviewed and discussed the proposed FY 2025-2034 CIP budget during a work session.

1CITY OF HAYWARD - Meeting of City Council on 5/11/2024 (legistar.com) 2 CITY OF HAYWARD - Meeting of City Council on 5/07/2024 (legistar.com)

The tables below illustrate the proposed FY 2025 Operating Budget expenditure and revenue projections as presented to Council on April 26, 2024.

Table 1 – Citywide Expenditure Budget

The changes for General Fund and All Other Funds from the time that the proposed budget was provided to Council on April 26h include the following:

General Fund Expenses:

1. Library Collection – Increase of $100,000.

All Other Funds Expenses:

1. Updated Community Development Block Grant Entitlement Award resulted in an increase of supplies and services budget from the FY 2025 Proposed Budget – Net Increase of $106,654.

2. Administrative Correction-Duplicate budget reduction in Proposed FY 2025 Operating Budget – increase of $302,074.

Table 2 – Citywide Revenue Projections

There are no changes to the General Fund revenue projections from the proposed budget.

Proposed changes to revenue projections for All Other Funds are as follows:

All Other Funds Revenues:

1. Updated Community Development Block Grant Entitlement award resulted in a net increase of $223,701 in the Proposed FY 2025 Operating Budget.

Table 3 - Citywide Staffing

On April 26, 2024, Council received the Proposed FY 2025 Operating Budget, which summarized proposed position changes. Table 4 is the summary of proposed position changes presented on April 26, 2024. The proposed FY 2025 budget includes a net increase of 18.5 FTE over FY 2024 Adopted. There are no changes to the proposed FY 2025 Citywide staff as presented to Council on April 26, 2024.

Table 4 – FY 2025 Proposed Staffing Changes

Fund Position FTE
General Fund
Add Human Resources Analyst 1.00
Add Human Resources Technician 1.00
Delete Human Resources Intern -1.00
Delete Code Enforcement Inspector -1.00
Add Permit Technician I/II 1.00
Delete Admin Clerk I/II -1.00
Add Admin Clerk I/II 0.50
Add Fire Captain 3.00
Add Apparatus Operators 3.00
Add Firefighters 3.00
Add HazMat Sustainability Tech 1.00
Add Fire Prevention Plan Examiner 1.00
Add Principal Civil Engineer 1.00
Add Associate/Assistant Transportation Engineer 1.00
General Fund Total 13.50
Special Revenue Funds
Add Senior Sustainability Specialist 1.00
Special Revenue Funds Total 1.00
Internal Service Funds
Delete IT Technician -1.00
Add Systems Analyst 1.00
Delete Equipment Mechanic I/II -1.00
Add Facilities Supervisor 1.00
Add Fleet Maintenance Supervisor 1.00
Internal Funds Total 1.00
Enterprise Funds
Add Human Resources Analyst 0.50
Add Human Resources Analyst 0.50
Add Senior Utilities O&M Leader 1.00
Add Utilities Customer Services Supervisor 1.00
Enterprise Funds Total 3.00
ALL FUNDS TOTAL 18.50

Capital Improvement Program (CIP) FY 2025 – FY 2034

The FY 2024 CIP appropriations total approximately $158 million, and a projected total programming of $1 billion for the period of FY 2025 through FY 2034. Details of the FY 2025 CIP is included as Attachment VI.

FISCAL IMPACT

Table 5 below summarizes the FY 2025 Citywide Operating & CIP expenditure budgets.

Table 5 – Summary of Citywide Operating & CIP Budgets

PUBLIC CONTACT

The Proposed FY 2025 Operating Budget was reviewed and discussed in public meetings by Council on May 11, 2024. The FY 2025 Operating Budget was discussed at the monthly Council Budget and Finance Committee starting in January 2024 through April 2024. A public notice was published in The Daily Review on May 24 and May 31 announcing the date, time, location, and subject matter of this public hearing. A notice advising residents about the Planning Commission’s public hearing on the CIP was published in The Daily Review newspaper more than the requisite ten days in advance.

The Proposed FY 2025 Operating Budget is currently available to the public by contacting the City Clerk’s Office at [email protected] or (510) 583-4400, and on the City’s website at: https://hayward-ca.gov/your-government/documents/budget-documents

The FY 2025 Capital Improvement Program Budget is currently available to the public by contacting the City Clerk’s Office at [email protected] or (510) 583-4400, and on the City’s website at: https://www.hayward-ca.gov/your-government/documents/capital- improvement-program

NEXT STEPS

If Council adopts the FY 2025 Operating Budget and Capital Improvement Program Budget this evening, staff will take the appropriate steps to effectuate the adoption.

Prepared by: Nicholas Mullins, Senior Management Analyst

Recommended by: Nicole Gonzales, Director of Finance

Approved by:

____________________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-___

Introduced by Council Member__________

RESOLUTION APPROVING THE OPERATING BUDGET OF THE CITY OF HAYWARD FOR FISCAL YEAR 2025; ADOPTING APP ROPRIATIONS FOR FISCAL YEAR 2025, EXCEPT FOR GENERAL FUND COMMUNITY

AGENCY FUNDING

WHEREAS, the City Manager has submitted to the City Council of the City of Hayward estimates of revenues from all sources and estimates of expenditures required for the proper conduct of the activities of the City of Hayward for fiscal year 2025 contained in those documents entitled " City of Hayward Proposed FY 20 25 Operating Budget ," with adjustments to the Proposed Budget as discussed at the June 4, 2024, Council Public Hearing and contained herein; and

WHEREAS, a Council Work Session and a public hearing were held by the City Council of the City of Hayward, at which time all interested persons were afforded an opportunity to be heard on matters pertaining to the budget recommended by the City Manager.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward as follows:

1. That the budget presented by the City Manager in the document entitled "City of Hayward Proposed FY 20 25 Operating Budget," with adjustments to the proposed budget as outlined in the June 4, 2024, staff report is hereby approved and adopted as the budget of the City of Hayward for FY 2025, with specific exception of General Fund Community Agency funding, which is separately addressed in Resolution No. 24-XXX. Copies of the budget documents and the staff reports presented by the City Manager are on file in the office of the City Clerk and are hereby referred to, incorporated herein, and made a part of this resolution as though set forth in full.

2. That except as may be otherwise provided, any and all expenditures relating to the objectives described in the budget are hereby approved and authorized and payments therefore may be made by the Dir ector of Finance of the City of Hayward without further action of Council.

3. That for the purposes of determining whether the City Manager is authorized to execute a contract for a commodity or service pursuant to City Charter section 701 subsection 8, the City Manager shall have the authority to expend such funds and enter into and execute any and all contracts and documents necessary to carry out the priorities and service delivery outcomes of the Council's appropriations as set forth in this budget.

4. The City Manager shall have the authority to bind and prepay all coverage and to negotiate and execute all documents necessary to obtain the insurance, third party administration services, loss fund stabilization and defense of claims budgeted for in the Liability Insurance Fund. In consultation with the City Attorney, the City Manager and/or City Attorney shall be authorized to represent the City on the board of the Exclusive Risk Management Authority of California and take any and all actions necessary or appropriate to advance the City’s interests in connection with risk management services and procuring of insurance coverage.

5. The Director of Finance is hereby authorized to transfer the amounts from one fund to another as indicated in Exhibit A at such t ime as he/she may determine, giving consideration to the intended purposes for which the transfers are made and available balances in each of the funds.

6. The amounts as reflected in Exhibit B are hereby appropriated for expenditure.

7. Any monies received du ring FY 20 25 as a consequence of a grant application approved by the City Council are hereby appropriated for the purposes for which the grant has been approved. Such appropriation includes authorization for the City Manager to expend such monies and for t he Director of Finance to make payments therefore in accordance with the terms and conditions and for the purposes of the grant.

8. The Director of Finance is directed to comply with GASB 31 (Unrealized investment gains and losses) and is authorized to make such entries as are required to the City’s financial records. In addition, the Director of Finance is authorized to make such changes to the budget as are required by GASB 31.

9. There are hereby appropriated the following amounts to the General Fund Reserve and Designation of Fund Balances, which the Director of Finance shall enter upon the records and reflect in the financial statement of the City:

General Fund - Fund Balance Designations FY 2025
Unassigned 29,428
Total Designated Fund Balance 29,428$
Proposed Change in Fund Balance (1,808)
Total Reserves & Designated 27,620$

In addition to the above-specified amounts, the balances in each fund that are not otherwise appropriated are hereby appropriated to Contingency Reserves in those funds.

Expenditures from Reserves or Designated Fund Balances shall require the approval of the City Council.

10. The Director of Finance is hereby authorized and directed to distribute the abo ve appropriations, transfers, and reserves to the various accounts of the City in accordance with generally accepted accounting principles and consistent with the purposes and objectives as outlined in the approved budget.

11. Any contract for professional services included in the annual budget that will cost more than $75,000 shall be executed by the City Manager only upon approval of the contract by the City Council given at a meeting of the City Council.

IN COUNCIL, HAYWARD, CALIFORNIA _ , 2024.

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: _____________________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

__
City Attorney of the City of Hayward
FY 2025 Fund Transfers To/From ATTACHMENT III

EXHIBIT A
General Fund Transfers In
100-00-0000-00000-49100 217 Cost Allocation From Paratransit Measure B Fund (52,384) 100-00-0000-00000-49100 214 Cost Allocation From Paratransit Measure BB Fund (18,442) 100-00-0000-00000-49100 231 Cost Allocation From Used Oil Fund (811) 100-00-0000-00000-49100 232 Cost Allocation From Measure D Fund (45,358) 100-00-0000-00000-49100 245 Cost Allocation From Housing Authority Fund (29,432) 100-00-0000-00000-49100 246 Cost Allocation From Affordable Housing Fund (12,182) 100-00-0000-00000-49100 285 Cost Allocation From Inclusionary Housing Trust Fund (47,049) 100-00-0000-00000-49100 286 Cost Allocation From Real Housing Program Fund (69,588) 100-00-0000-00000-49100 288 Cost Allocation From Local Housing Trust Program Fund (5,715) 100-00-0000-00000-49100 605 Cost Allocation From Water Enterprise Fund (1,199,253) 100-00-0000-00000-49100 610 Cost Allocation From Sewer Enterprise Fund (1,194,656) 100-00-0000-00000-49100 615 Cost Allocation From Stormwater Enterprise Fund (189,000) 100-00-0000-00000-49100 620 Cost Allocation From Airport Enterprise Fund (253,351) 100-00-0000-00000-49100 630 Cost Allocation From Recycled Water Fund (17,158) 100-00-0000-00000-49100 815 Cost Allocation From RDA Fund (29,724) 100-00-0000-00000-49530 815 Transfer From Successor RDA Fund D/S Repayment (800,000) 100-00-0000-00000-49535 210 Transfer From Gas Tax Fund (244,000) 100-00-0000-00000-49545 810 Misc. Transfer From CFD #1 for Trustee Costs (8,000) 100-00-0000-00000-49545 810 Misc. Transfer From CFD #2 for Police Services (290,000) 100-00-0000-00000-49545 810 Misc. Transfer From CFD #3 for Police & Fire Services (175,000) Transfers In Total (4,681,103)
General Fund Transfers Out
100-00-0000-00000-98100 102 Transfer to Economic Development Fund 350,000 100-00-0000-00000-98100 720 OPEB Contribution 2,627,915 100-00-0000-00000-98110 300 D/S City Hall Debt Service 1,981,361 100-00-0000-00000-98110 300 Transfer D/S Fire Station #7 452,854 100-00-0000-00000-98110 300 Miscellaneous Transfer To Debt Service Fund 4,900 100-00-0000-00000-98110 605 Fire Station #7 Repayment to Water Fund 137,741 100-00-0000-00000-98115 405 Transfer To Capital Projects 500,000 100-00-0000-00000-98115 731 Transfer To Technology Replacement Fund 1,248,000 100-00-0000-00000-98115 726 Supplemental To Facilities Management Capital Fund 360,000 100-00-0000-00000-98200 710 Liability Insurance Allocation 6,854,845 Transfers Out Total 14,517,616
Measure C Fund
101-00-0000-00000-98110 301 D/S New Library & Education Center 4,446,750 101-00-0000-00000-98110 301 D/S New Library & Education Center Admin Fees 3,500 101-00-0000-00000-98115 406 CIP Transfer 8,000,000
101-00-0000-00000-98200 710 Transfer Out to Liability Insurance 164,599 101-00-0000-00000-98100 720 OPEB Contribution 118,919
Measure C Fund 12,733,768
Economic Development Fund
102-00-0000-00000-49530 100 Transfer In From General Fund (350,000) Economic Development Fund (350,000)
Special Gas Tax Fund
210-00-0000-00000-98100 100 Transfer Out to General Fund 244,000 210-00-0000-00000-98115 450 Transfer Out to Street Improvement Fund 750,000 210-00-0000-00000-49550 209 Transfer From OHHA Assessment Tax (181,888) 210-00-0000-00000-49550 615 Transfer From Stromwater Fund (15,000) Special Gas Tax Fund 797,112
Paratransit Fund (Measure BB)
214-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 18,442 Paratransit (Measure BB) Fund 18,442
Paratransit Fund (Measure B)
217-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 52,384 217-00-0000-00000-98200 710 Transfer Out To Liability Insurance 28,626

FY 2025 Fund Transfers To/From ATTACHMENT III

EXHIBIT A
217-00-0000-00000-98100 720 OPEB Contribution 7,864
Paratransit (Measure B) Fund 88,874
Grant Fund
220-00-0000-00000-98100 720 OPEB Contribution 9,590
220-00-0000-00000-98200 710 Transfer Out To Liability Insurance 7,156 Grant Fund 16,746
CDBG Fund
225-00-0000-00000-98200 710 Transfer Out To Liability Insurance 7,156 225-00-0000-00000-98100 720 OPEB Contribution 8,156
CDBG Fund 8,156
State Grants Funds
230-00-0000-00000-98100 232 OPEB Contribution 1,726
1,726
Used Oil Fund
231-00-0000-00000-97100 100 Transfer Out Cost Allocation to General Fund 811 Used Oil Fund 811
Measure D Fund
232-00-0000-00000-97100 100 Transfer Out Cost Allocation to General Fund 45,358 232-00-0000-00000-98200 710 Transfer Out Liability Insurance 21,469 232-00-0000-0000-98100 720 OPEB Contribution 8,248
Measure D Fund 75,075
Housing Authority Fund
245-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 29,432 245-00-0000-00000-98200 710 Transfer Out Liability Insurance 7,156 245-00-0000-0000-98100 720 OPEB Contribution 1,726
Housing Authority Fund 38,314
Affordable Housing Fund
246-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 12,182 246-00-0000-00000-98200 710 Transfer Out To Liability Insurance 7,156 246-00-0000-00000-98100 720 OPEB Contribution 767
Affordable Housing Fund 20,105
Inclusionary Housing Fund
285-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 47,049 285-00-0000-00000-98100 720 OPEB Contribution 6,521
Inclusionary Housing Fund 53,570
Rent Review Program Fund
286-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 69,588 286-00-0000-00000-98200 710 Transfer Out To Liability Insurance 14,313 286-00-0000-00000-98100 720 OPEB Contribution 13,426
Rent Review Program Fund 97,327
Local Housing Trust Program Fund
288-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 5,715 288-00-0000-00000-98100 720 OPEB Contribution 575
Local Housing Trust Program Fund 6,290
Certificates of Participation Fund
300-00-0000-00000-49555 100 Transfer In D/S City Hall Debt Service (1,981,361) 300-00-0000-00000-49555 100 Transfer In D/S Fire Station #7 (452,854) 300-00-0000-00000-49555 100 Transfer In D/S 15 Streetlight Conversion #05188 - 300-00-0000-00000-49555 100 Transfer In Misc. Transfer From General Fund (4,900) Certificates of Participation Fund (2,439,115)
Measure C Debt Service Fund
301-00-0000-00000-49555 101 D/S New Library & Education Center (4,446,750)

FY 2025 Fund Transfers To/From ATTACHMENT III

EXHIBIT A
301-00-0000-00000-49555 101 D/S New Library & Education Center Admin Fees (3,500) Measure C Debt Service Fund (4,450,250)
Water Maintenance & Operations Fund
605-00-0000-00000-49555 100 Transfer In From General Fund Fire Station #7 Repayment (137,741) 605-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 1,199,253 605-00-0000-00000-98200 710 Transfer Out To Liability Insurance 654,486 605-00-0000-00000-98100 630 Transfer Out to Recycled Water Fund 600,000 605-00-0000-00000-98100 720 OPEB Contribution 229,820
605-00-0000-00000-98115 603 Transfer Out Capital Reserves To Water 7,000,000 Water Maintenance & Operations Fund 9,545,818
Sewer Maintenance & Operations Fund
610-00-0000-00000-49555 612 Transfer In D/S CEC Loan (217,810) 610-00-0000-00000-49555 612 Transfer In D/S CA SWRCB Loan/Sewer (1,529,504) 610-00-0000-00000-49555 630 Transfer In Sewer Replacement for Recycled Water SRF Loan (611,608) 610-00-0000-00000-97100 100 Transfer Out Cost Allocation to General Fund 1,194,656 610-00-0000-00000-98115 611 Transfer Out Capital Reserves to Sewer Replacement 7,000,000 610-00-0000-00000-98100 720 OPEB Contribution 254,525
610-00-0000-00000-98200 710 Transfer Out To Liability Insurance 823,326 Sewer Maintenance & Operations Fund 6,913,585
Stormwater Maint. & Operations Fund
615-00-0000-00000-49550 611 Transfer In for Stormwater Fund Projects (49,067) 615-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 189,000 615-00-0000-00000-98100 720 OPEB Contribution 45,995
615-00-0000-00000-98115 210 Transfer Out Gas Tax 15,000 615-00-0000-00000-98200 710 Transfer Out To Liability Insurance 78,723 Stormwater Maint. & Operations Fund 279,651
Airport Operations Fund
620-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 253,351 620-00-0000-00000-98200 710 Transfer Out To Liability Insurance 123,526 620-00-0000-00000-98100 720 OPEB Contribution 44,882
620-00-0000-00000-98115 621 Transfer Out Cap Reserves To Airport Capital 2,300,000 Airport Operations Fund 2,721,759
Recycled Water Fund
630-00-0000-00000-49530 605 Transfer In from Water Operating Fund (600,000) 630-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 17,158 630-00-0000-00000-98115 611 Transfer Out to Sewer Replacement 200,000 630-00-0000-00000-98110 610 Transfer In Sewer Replacement for Recycled Water SRF Loan 611,608 630-00-0000-00000-98100 720 OPEB Contribution 3,261
Recycled Water Fund 232,027
Workers' Compensation Fund
705-00-0000-00000-98100 720 OPEB Contribution 19,948
705-00-0000-00000-98200 710 Transfer Out To Liability Insurance 35,782 Workers' Compensation Fund 55,730
Risk Management Fund
710-00-0000-00000-49100 100 Transfer In Liability Insurance-General Fund (6,854,845) 710-00-0000-00000-49100 101 Transfer In Liability Insurance-Measure C Fund (164,599) 710-00-0000-00000-49100 217 Transfer In Liability Insurance-Meas BB PRTRNST (28,626) 710-00-0000-00000-49100 220 Transfer In Liability Insurance-Grants (7,156) 710-00-0000-00000-49100 225 Transfer In Liability Insurance-CDBG (7,156) 710-00-0000-00000-49100 232 Transfer In Liability Insurance-Recycling Program Fund (21,469) 710-00-0000-00000-49100 245 Transfer In Liability Insurance-Housing Fund (7,156) 710-00-0000-00000-49100 246 Transfer In Liability Insurance-Housing Mortg (7,156) 710-00-0000-00000-49100 286 Transfer In Liability Insurance-Rent Review Program Fund (14,313) 710-00-0000-00000-49100 605 Transfer In Liability Insurance-Water Fund (654,486) 710-00-0000-00000-49100 610 Transfer In Liability Insurance-Wastewater Fund (823,326) 710-00-0000-00000-49100 615 Transfer In Liability Insurance-Stormwater Fund (78,723) 710-00-0000-00000-49100 620 Transfer In Liability Insurance-Airport Fund (123,526) 710-00-0000-00000-49100 705 Transfer In Liability Insurance-Workers Comp (35,782) 710-00-0000-00000-49100 725 Transfer In Liability Insurance-Facilities Fund (91,164)

FY 2025 Fund Transfers To/From ATTACHMENT III

EXHIBIT A
710-00-0000-00000-49100 730 Transfer In Liability Insurance-IT Fund (181,578) 710-00-0000-00000-49100 735 Transfer In Liability Insurance-Fleet Fund (137,565) 710-00-0000-00000-49100 815 Transfer In Liability Insurance-Successor RDA Fund (55,278) 710-00-0000-00000-98100 720 OPEB Contribution 15,344
Risk Management Fund (9,278,560)
Retiree Medical Fund
720-00-0000-00000-49530 100 OPEB Tranfer In General Fund (2,627,915) 720-00-0000-00000-49530 101 OPEB Tranfer In Measure C Fund (118,919) 720-00-0000-00000-49530 217 OPEB Tranfer In Meas BB PRTRNS (7,864) 720-00-0000-00000-49530 220 OPEB Tranfer In Grants Fund (9,590) 720-00-0000-00000-49530 225 OPEB Tranfer In CDBG Fund (8,516) 720-00-0000-00000-49530 230 OPEB Transfer In State Grants Fund (1,726) 720-00-0000-00000-49530 232 OPEB Tranfer In Recycle Fund (8,248) 720-00-0000-00000-49530 245 OPEB Tranfer In Housing Fund (1,726) 720-00-0000-00000-49530 246 OPEB Tranfer In Housing Mrtg Fund (767) 720-00-0000-00000-49530 285 OPEB Tranfer In Inclusionary Fund (6,521) 720-00-0000-00000-49530 286 OPEB Tranfer In Rent Review Program Fund (13,426) 720-00-0000-00000-49530 288 OPEB Transfer In Local Housing Trust Program Fund (575) 720-00-0000-00000-49530 605 OPEB Tranfer In Water Fund (229,820) 720-00-0000-00000-49530 610 OPEB Tranfer In Wastewater Fund (254,525) 720-00-0000-00000-49530 615 OPEB Tranfer In Stormwater Fund (45,995) 720-00-0000-00000-49530 620 OPEB Tranfer In Airport Fund (44,882) 720-00-0000-00000-49530 630 OPEB Tranfer In Recycled Water Fund (3,261) 720-00-0000-00000-49530 705 OPEB Tranfer In Workers Comp Fund (19,948) 720-00-0000-00000-49530 710 OPEB Tranfer In Liability Fund (15,344) 720-00-0000-00000-49530 725 OPEB Tranfer In Facilities Fund (40,010) 720-00-0000-00000-49530 730 OPEB Tranfer In IT Fund (88,230) 720-00-0000-00000-49530 735 OPEB Tranfer In Fleet fund (40,394) 720-00-0000-00000-49530 815 OPEB Tranfer In Successor RDA Fund (5,447) Retiree Medical Fund (3,593,649)
Facilities Management Fund
725-00-0000-00000-98200 710 Transfer Out To Liability Insurance 91,164 725-00-0000-00000-98100 720 OPEB Contribution 40,010
Facilities Management Fund 131,174
Information Technology Fund
730-00-0000-00000-98100 720 OPEB Contribution 88,230
730-00-0000-00000-98115 731 Transfer Out to IT Replacement Fund 810,420 730-00-0000-00000-98200 710 Transfer Out To Liability Insurance 181,578 Information Technology Fund 1,080,228
Fleet Management Fund
735-00-0000-00000-98100 720 OPEB Contribution 40,394
735-00-0000-00000-98200 710 Transfer Out To Liability Insurance 137,565 Fleet Management Fund 177,959
Comm. Facility District Fund
810-00-0000-00000-98100 100 Transfer Out To General Fund for Trust Expenses CFD #1 8,000 810-00-0000-00000-98100 100 Transfer Out To General Fund for Police Services CFD #2 290,000 810-00-0000-00000-98100 100 Transfer Out To General Fund for Police&Fire Svcs CFD #3 175,000 Comm. Facility District Fund 473,000
Successor Agency-RDA of COH
815-00-0000-00000-97100 100 Transfer Out Cost Allocation To General Fund 29,724 815-00-0000-00000-98100 100 Transfer Out To General Fund D/S Loan Repayment 800,000 815-00-0000-00000-98100 720 OPEB Contribution 5,447
815-00-0000-00000-98200 710 Transfer Out To Liability Insurance 55,278 Successor Agency-RDA of COH 890,449

FY 2025 BUDGET APPROPRIATIONS
General Fund
100
Measure C Fund
101

ATTACHMENT III

EXHIBIT B
218,167,592
20,251,280
Special Revenue Funds
102 Economic Development Fund 350,000
103 American Rescue Plan Act (ARPA) Fund -
214 Paratransit Fund - Measure BB 1,073,488
217 Paratransit Fund - Measure B 130,528
220 Grants Fund 1,466,137
225 Community Development Block Grant Fund 1,736,317
230 Recycling Fund 182,539
231 Used Oil Fund 25,196
232 Recycling/Measure D Fund 1,038,881
245 Housing Authority 226,330
246 Affordable Housing Fund 170,668
285 Inclusionary Housing 409,986
286 Rent Review Program Fund 1,053,002
288 Local Housing Trust Program Fund 38,358
295 So. Hayward B.A.R.T. JPA 773,220
Special Revenue Fund Total 8,674,650
Enterprise Funds
605 Water 67,704,325
606 Regional Intertie 131,329
610 Wastewater 33,382,590
615 Stormwater 3,623,763
620 Airport 5,743,131
630 Recycled Water 2,389,505
Enterprise Fund Total 112,974,643
Debt Service/Non-Departmental Funds
300 Certificate of Participation 2,439,115
301 Measure C Debt Service 4,450,550
805/810 Special Assessment District 1,074,160
Debt Service Fund Total 7,963,825
Internal Service Funds
705 Worker's Compensation 6,945,989
710 Risk Management 9,356,896
720 Employee Benefits 7,497,601
725 Facilities 5,328,378
730 Information Technology 11,085,780
735 Fleet 4,456,500
Internal Service Fund Total 44,671,144
Fiduciary Funds
815 Hayward Redevelopment Successor Agency (HRSA) 4,511,459 851 Hayward Shoreline JPA 12,000
Fiducary Fund Total 4,523,459

ATTACHMENT IV

REDEVELOPMENT SUCCESSOR AGENCY OF THE CITY OF HAYWARD

RESOLUTION NO. RSA 24-____

Introduced by Agency Member

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HAYWARD, ACTING

AS THE GOVERNING BOARD OF THE SUCCESSOR AGENCY FOR THE

REDEVELOPMENT AGENCY OF THE CITY OF HAYWARD, APPROVING THE

BUDGET OF THE REDEVELOPMENT SUCCESSOR AGENCY OF THE CITY OF HAYWARD AND ADOPTING APPROPRIATIONS FOR FISCAL YEAR 2025

WHEREAS, the City Manager has submitted to the Successor Agency of the Redevelopment Agency (the “Redevelopment Successor Agency”) of the City of Hayward estimates of revenue from all sources and estimates of expenditures required for the proper conduct of the activities of the Redevelopment Successor Agency of the City of Hayward for fiscal year 2025; and

WHEREAS, a public hearing was held by the Redevelopment Successor Agency of the City of Hayward, at which time all interested persons were afforded an opportunity to be heard on matters pertaining to the recommended budget.

NOW, THEREFORE, BE IT RESOLVED by the Redevelopment Successor Agency of the City of Hayward that:

1. The budget presented by the Executive Director is hereby approved and adopted as the budget of the Redevelopment Successor Agency of the City of Hayward for FY 2025.

2. Any and all expenditures relating to the objectives described in the budget are hereby approved and authorized and payments therefore may be made by the Finance Director of the City of Hayward.

3. The Director of Finance is directed to comply with GASB 31 (Unrealized investment gains and losses) and is authorized to make such entries as are required to the Redevelopment Successor Agency’s financial records. In addition, the Director of Finance is authorized to make such changes to the budget as are required by GASB 31.

4. The following amounts are hereby estimated resources and appropriated expenditures:

5. Except as limited in paragraph 6 of this resolution, the Executive Director is authorized without further action from the Board to enter into a contract or agreemen t for any commodity or service included in the annual budget of the Redevelopment Successor Agency.

6. For the purposes of determining whether the Executive Director has the authority to execute a contract for a commodity or service pursuant to section 4 above, the Executive Director shall have the authority to expend such funds and enter into and execute any and all contracts and documents necessary to carry out the objectives of the Redevelopment Successor Agency's appropriations as set forth in this budget.

7. Any contract for professional services included in the annual budget that will cost more than $ 75,000 shall be executed by the Executive Director only upon approval of the contract by the Redevelopment Successor Agency Board given at a meeting of the Redevelopment Successor Agency and upon final approval by the Oversight Board and Department of Finance.

HAYWARD, CALIFORNIA , 2024.

ADOPTED BY THE FOLLOWING VOTE:

AYES: BOARD MEMBERS:

CHAIR:

NOES: BOARD MEMBERS:

ABSTAIN: BOARD MEMBERS:

ABSENT: BOARD MEMBERS:

ATTEST:
___________________________________________________
Secretary of the Redevelopment Successor
Agency of the City of Hayward

APPROVED AS TO FORM:

__________________________________________________________ General Counsel of the Redevelopment Successor
Agency of the City of Hayward

ATTACHMENT V

HOUSING AUTHORITY OF THE CITY OF HAYWARD

RESOLUTION NO. HA 24-________

Introduced by Board Member____________

RESOLUTION CONFIRMING THE PROPOSED HAYWARD HOUSING
AUTHORITY BUDGET FOR FISCAL YEAR 2025

WHEREAS, the Executive Director has submitted to the Hayward Housing Authority Board of Directors estimates of revenues from all sources and estimates of expenditures required for the proper conduct of the activiti es of the Hayward Housing Authority for fiscal year 20 25 contained in those documents entitled “Proposed FY 2025 Operating Budget;” and

WHEREAS, a public hearing was held by the Housing Authorit y Board of Directors, on June 4, 202 4, at which time all interested persons were afforded an opportunity to be heard on matters pertaining to the budget recommended by the Executive Director; and

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Hayward Housing Authority as follows:

1. That the budget for FY 2025 presented by the Executive Director in the document entitled Proposed FY 2025 Operating Budget is hereby accepted and confirmed as the budget of the Hayward Housing Authority for FY 2025. Copies of the budget documents and the staff reports presented by the Executive Director are on file in the office of the City Clerk and are hereby referred to, incorporated herein, and made a part of this resolution as though set forth in full.

2. The Director of Finance is directed to comply with GAS B 31 (Unrealized investment gains and losses) and is authorized to make such entries as are required to the Housing Authority ’s financial records. In addition, the Director of Finance is authorized to make such changes to the budget as are required by GASB 31.

3. Except as limited in paragraph 5 of this resolution, the Executive Director is authorized without further action from the Board to enter into a contract or agreement for any commodity or service included in the annual budget of the Housing Authority.

4. For the purposes of determining whether the Executive Director has the authority to execute a contract for a commodity or service pursuant to section 3 above, the Executive Director shall have the authority to expend such funds and enter into and execute any and all contracts and documents necessary to carry out the objectives of the Housing Authority’s appropriations as set forth in this budget.

5. Any contract for professional services included in the annual budget that will cost more than $75,000 shall be executed by the Executive Director only upon approval of the contract by the Housing Authority Board given at a meeting of the Housing Authority.

HAYWARD, CALIFORNIA, ______________________., 2024

ADOPTED BY THE FOLLOWING VOTE:

AYES: BOARD MEMBERS:

CHAIR:

NOES: BOARD MEMBERS:

ABSTAIN: BOARD MEMBERS:

ABSENT: BOARD MEMBERS:

ATTEST: _________________________________ ___________
Secretary of the Housing Authority of
the City of Hayward

APPROVED AS TO FORM:

________________________________________________
General Counsel of the Housing Authority
of the City of Hayward

ATTACHMENT VI

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-_____

Introduced by Council Member _______________

RESOLUTION APPROVING CAPITAL IMPROVEMENT PROJECTS FOR
FISCAL YEAR 2025

WHEREAS, the City Manager has submitted to the City Council of the City of Hayward estimates of revenues from all sources and estimates of expenditures required for the proper conduct of the activities of the City of Hayward for Fiscal Year 2025 contained in the document entitled “ Recommended Cap ital Improvement Program FY 2025-34”; and

WHEREAS, a public hearing was held by the City Council of the City of Hayward, at which time all interested persons were afforded an opportunity to be heard on matters pertaining to the Capital Improvement Program budget recommended by the City Manager; and

WHEREAS, by Resolution No. 24-xxx, dated June 4, 2024, the City Council adopted the budget and appropriated funds for operating expenses for Fiscal Year 2025.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward as follows:

1. That the Capital Improvement Projects for Fiscal Year 2025, as embodied in Recommended Capital Improvement Program FY 20 25-34, are hereby adopted as the Capital Improvement Program for Fiscal Year 2025. Copies of the budget documents and the staff reports presented by the City Manager are on file in the office of the City Clerk and are hereby referred to, incorporated herein, and made a part of this resolution as though set forth in full.

2. That, except as may be otherwise provided, any and all expenditures relating to the objectives described in the Capital Improvement Program budget are hereby approved and authorized and payments therefore may be made by the Director of Finan ce without further action of Council.

3. That, for the purposes of determining whether the City Manager is authorized to execute a contract for a commodity or service pursuant to City Charter section 701 subsection 8, the City Manager shall have the authority to expend such funds and enter into and execute any and all contracts and documents necessary to carry out the objectives of the Council's appropriations as set forth in this Capital Improvement Program budget.

4. The following are hereby approved for expenditure:

I. CAPITAL PROJECTS EXPENDITURE APPROPRIATIONS

Fund Amount
Gas Tax Fund (210) 3,986,970
SB1 (211) 4,000,000
Measure BB Tax Fund (Local Transportation) (212) 9,267,000 Measure BB Tax Fund (Pedestrian & Bicycle) (213) 1,895,000 Measure B Tax Fund (Local Transportation) (215) 39,000
Measure B Tax Fund (Pedestrian & Bicycle) (216) 53,000
Vehicle Registration Fee Fund (218) 840,000
Measure BB Tax Fund (Paratransit) (219) 1,000,000
Capital Projects (Governmental) Fund (405) 24,524,726
Measure C Capital Fund (406) 2,882,208
Route 238 Corridor Improvement Fund (410) 4,157,000
Route 238 Settlement Administration Fund (411) 1,038,000 Street System Improvements Fund (450) 3,436,000
Transportation System Improvements Fund (460) 3,885,332 Water Replacement Fund (603) 27,203,765
Water Improvement Fund (604) 15,994,873
Sewer Replacement Fund (611) 12,391,500
Sewer Improvement Fund (612) 28,481,008
Airport Capital Fund (621) 7,692,000
Facilities Capital Fund (726) 1,325,000
Information Technology Capital Fund (731) 1,890,000
Fleet Management Capital Fund (736) 1,625,000
Fleet Management Enterprise Fund (737) 900,000
TOTAL: ALL CAPITAL FUNDS $158,507,382

5. The Director of Finance is hereby authorized to transfer the following amounts from one fund to another as indicated below at such time as she may determine, giving consideration to the intended purposes for which the transfers are made and available balances in each of the funds.

II. FUND TRANSFERS

FROM FUND TO FUND AMOUNT
General (100) Capital Projects (Governmental) (405) $500,000 General (100) Facilities Capital (726) 360,000
General (100) Information Technology Capital (731) 1,248,000 Measure C (101) Measure C Capital (406) 7,000,000 Measure C (101) Transportation System Improvement (460) 1,000,000 Measure C (101) Fleet Replacement (General Fund) (736) 125,000 OHHA (209) Gas Tax (210) 181,888
Gas Tax (210) General (100) 244,000
Gas Tax (210) Street System Improvements (450) 750,000 Measure C Capital (406) Fleet Replacement (General Fund) (736) 225,000 Water Operations (605) Water Replacement (603) 7,000,000 Sewer Operations (610) Sewer Replacement (611) 7,000,000 Sewer Replacement (611) Sewer Improvement (612) 10,270,000 Sewer Replacement (611) Stormwater Operating (615) 49,067 Sewer Improvement (612) Water Improvement (604) 410,000 Sewer Improvement (612) Sewer Operations (610) 1,748,000 Stormwater Operating (615) Gas Tax (210) 15,000 Airport Operations (620) Airport Capital (621) 2,300,000 Recycled Water (630) Sewer Replacement (611) 200,000
Information Technology Operations (730) Information Technology Capital (731) 850,000

In order to provide for completion of work on projects previously authorized but not completed as of June 30, 2024, in addition to the above appropriations for capital expenditures, appropriation balances remaining as of June 30, 2024, for capital projects previously authorized but uncompleted, are hereby appropriated for expenditure in fiscal year 2025.

6. Any monies received during fiscal year 2025 as a consequence of a grant application approved by the City Council are hereby appropriated for the purposes for which the grant has been approved. Such appropriation includes authorization for the City Manager to expend such monies and for the Finance Director to make payments therefore in accordance with the terms and conditions and for the purposes of the grant.

7. The Director of Finance is hereby authorized and directed to distribute the above appropriations to the various accounts of the City in accordance with generally accepted accounting practices and consistent with the purposes and objectives as outlined in the approved budget.

8. The budget for capital projects for fiscal year 2025, as contained in the document entitled "Recommended Capital Improvement Program FY 2025-34,” is hereby approved.

9. Any contract for professional services included in the annual budget that will cost more than $75,000 shall be executed by the City Manager only upon approval of the contract by the City Council given at a meeting of the City Council.

IN COUNCIL, HAYWARD, CALIFORNIA ___________, 2024.

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: _______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

__________________________________________
City Attorney of the City of Hayward

ATTACHMENT VII

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-_____

Introduced by Council Member _______

RESOLUTION APPROVING AND APPROPRIATING THE COMMUNITY
AGENCY FUNDING RECOMMENDATIONS FOR FISCAL YEAR 2025

WHEREAS, the Housing and Community Development Act of 1974 makes funds available to qualified cities for certain community development activities, and the City of Hayward is qualified to receive certain funds pursuant to said act; and WHEREAS, on April 23, 2024, the City Council considered public testimony and the Community Development Block Grant (CDBG) Program recommendations prepared by staff and the Community Services Commission, and unanimously approved the Community Agency Funding recommendations for Fiscal Year 2025; and WHEREAS, on May 7, 2024, the City was notified that U.S. Department of Housing and Urban Development announced revised and increased allocations to the Fiscal Year 2025 (CDBG Program Year 2024) entitlement fund; and
WHEREAS, the City’s Fiscal Year 2025 plan for the CDBG Program must be amended to reflect this revised and increased allocation; and
WHEREAS, the additional funds need to be appropriated; and WHEREAS, the revised revenue and expenditures required to program the revised and increased allocation are contained in those documents entitled “City of Hayward Proposed FY 2025 Operating Budget,” and contained herein;

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward hereby approves and appropriates the Community Agency Funding recommendations for Fiscal Year 2025, as approved by City Council on April 23, 2024, and shown in Exhibit A, in a total amount not to exceed $1,966,468 which is incorporated by reference herein.

BE IT FURTHER RESOLVED that the City Council of Hayward hereby approves and appropriates the updated Community Development Block Grant funding allocations recommendations for Program Year 2024 (FY 2025) as shown in Exhibit B, in a total amount of $2,441,220, including $1,279,518 in recommended funds as part of the Fiscal Year 2025 Community Agency Funding Process.

BE IT FURTHER RESOLVED that except as may be otherwise provided, any and all expenditures relating to the objectives described in the Community Agency budget are hereby approved and authorized and payments therefore may be made by the Director of Finance of the City of Hayward without further action of Council.

IN COUNCIL, HAYWARD, CALIFORNIA , 2024.

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: _______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

City Attorney of the City of Hayward

CATEGORY AGENCY PROJECT FY 2025

RECOMMENDATIONS
Economic Development Centro Community Partners
Technical Assistance Programs and Services for
Small Businesses and Underserved
Entrepreneurs
50,000$
Economic Development Community Child Care Council (4-Cs) of Alameda County Child Care Initiative Project 45,000$
Economic Development Downtown Streets Inc Hayward Downtown Streets Team 208,297$ Economic Development Love Never Fails Choose Tech - ITbiz Tech Academy 165,414$ Economic Development WeeCare, Inc. Dba Upwards* Business Operation & Optimization Support Tools (BOOST) Program* -$
Infrastructure-Neighborhood
Facilities
First Presbyterian Church of Hayward
(FPCH) dba South Hayward Parish
StackLife/South Hayward Parish Critical
Infrastructure Upgrade 82,831$
Infrastructure-Neighborhood
Facilities
Habitat for Humanity East Bay/Silicon
Valley, Inc. Home Repair Program** 175,000$
Infrastructure-Neighborhood
Facilities Rebuilding Together East Bay Network Rehabilitation and Repair** 150,000$ Infrastructure-Neighborhood
Facilities St. Rose Hospital Foundation Sub Acute Facility -$ Infrastructure-Neighborhood
Facilities
The Alliance for Community Wellness Dba
La Familia Counseling Service
Family Emergency Shelter Coalition (FESCO), Les
Marquis Emergency Shelter 20,000$
896,542$
Information & Referral Love Never Fails LNF Outreach Center 12,000$ Information & Referral Eden United Church of Christ Newcomer Navigation Center 50,000$ Youth & Education Big Brothers Big Sisters of the Bay Area* Community Based Mentoring for Low Income Hayward Youth* -$
Health Tiburicio Vazquez Health Center Licensed Vocational Nurse at Two Hayward High Schools* 46,163$
Food Security Spectrum Community Services Meal Program for Seniors 50,000$ Housing and Homelessness A-1 Community Housing Services Housing Counseling 31,986$ Housing and Homelessness Abode Services Alameda County Impact 12,297$ Housing and Homelessness Centro Legal de la Raza Hayward Tenant Rights 85,835$ Housing and Homelessness Eden Council for Hope and Opportunity Tenant/Landlord Services 16,055$ Housing and Homelessness The Alliance for Community Wellness dba La Familia FESCO Les Marquis House - Emergency Shelter 53,165$ Housing and Homelessness Eden Council for Hope and Opportunity Fair Housing Services** 25,475$ 382,976$
Food Security 05 Sikh Seva Feed the Hayward Community 10,000$ Food Security Daily Bowl* Glean and Distribute Recovered Surplus Edible Food* 11,000$
Food Security Mercy Retirement & Care Center Mercy Brown Bag Program 50,000$ Food Security Ruby's Place^ The Peace Haven Corporation: The Freedom Store* 10,000$
Food Security San Lorenzo Family Help Center* San Lorenzo Family Help Center Food Pantry* 16,500$ Health Crisis Support Services of Alameda County Expanding Mental Health and Suicide Prevention Services in Hayward 25,000$
Housing and Homelessness Ruby's Place^^ Shelter and Children 45,141$ Housing and Homelessness Building Opportunities for Self Sufficiency (BOSS)^^ South County Homeless Project (SCHP) 35,000$
Housing and Homelessness Community Resources for Independent Living (CRIL) Hayward Housing Services 25,000$
Housing and Homelessness Family Violence Law Center Family Violence and Homelessness Prevention Project 60,000$
Housing and Homelessness Love Never Fails^ Laundry Services with Park Place Refuge* 10,000$ Information & Referral Safe Alternatives to Violent Environments Inc. Crisis Response Programs 15,000$
Information & Referral Eden Youth and Family Center Empowering Entrepreneurs* -$ Legal Services Immigration Institute of the Bay Area Legal Services for Immigrants 35,000$ Legal Services Legal Assistance for Seniors (LAS) Legal Services & Education to Hayward Seniors 30,000$ Youth & Education Be a Mentor* Mentoring* 17,500$
Youth & Education East Bay Agency for Children (EBAC) Hayward HUB Family Resource Center 50,000$ Youth & Education Eden Youth and Family Center Computer Clubhouse 44,809$ Youth & Education Horizon Services, Inc.^^ Lambda Project 50,000$ Youth & Education Kina Evans* Bully Talk Inc.* 15,000$
554,950$
Arts & Music Hayward Area Historical Society Education Programming and Staffing 19,555$ Arts & Music Hayward Arts Council Hayward Arts Council 20,000$ Arts & Music Love Never Fails Healing Arts 19,995$
Arts & Music Marina's Harmony* Community Meditation* -$ Arts & Music Pacific Chamber Orchestra Discover Music educational assemblies for the HUSD Elementary Schools 17,700$
Arts & Music Plethos Productions* Plethos Productions* 10,000$ Arts & Music Ruby's Place^ Sun Gallery 20,000$
Arts & Music Ruby's Place^ The Kwanzaa Project: (Re) Creating the Cultural Arts of Africa in America* 20,955$
Arts & Music Youth Orchestra of Southern Alameda
County (EBYO) Hayward Scholarships/Stipends 3,795$
132,000$
*New agency/program applying for funds
**Non-competitive award
^Fiscal Sponsor
^^Partially or completely funded through opioid distributor settlement funds

TOTAL ARTS & MUSIC
All amounts are preliminary and subject to change. Final award amounts will be authorized by Hayward City Council in June 2023. CDBG awards are dependent upon federal funding allocations and GF awards are subject to available budgetary funding.

CDBG - PUBLIC SERVICES

TOTAL CDBG PUBLIC SERVICES

GENERAL FUND - SERVICES

TOTAL SOCIAL SERVICES

GENERAL FUND - ARTS & MUSIC

COMMUNITY SERVICES COMMISSION

COMMUNITY AGENCY FUNDING RECOMMENDATIONS
FY 2025

TOTAL CDBG ECONOMIC DEVELOPMENT & INFRASTRUCTURE

CDBG - ECONOMIC DEVELOPMENT & INFRASTRUCTURE

ATTACHMENT VIII

EXHIBIT A

ATTACHMENT VIII

EXHIBIT B
COMMUNITY DEVELOPMENT BLOCK GRANT HUD PROGRAM YEAR 2024

ANNUAL ACTION PLAN FUNDING ALLOCATION
No.   Project Category  Program Year 2024 (FY 2025) Funding Allocation

1.  Administration & Planning  $324,740

2.  Public Facilities & Infrastructure  $995,647

3.  Public Services  $290,122

4.  Housing Programs  $362,000

5.  Economic Development  $468,711
TOTAL  $2,441,220

CURRENT FORECAST GENERAL FUND LONG RANGE FINANCIAL MODEL UPDATE FY2019
Actuals
FY2020
Actuals
FY2021
Actuals
FY2022
Actuals
FY2023
Actuals
FY2024
Adopted
FY 2024
Revised
FY2025
Proposed
FY2026
Forecast
FY2027
Forecast
FY2028
Forecast
FY2029
Forecast
FY2030
Forecast
FY2031
Forecast
FY2032
Forecast
FY2033
Forecast
FY2034
Forecast
FY2035
Forecast
Property Tax $54,468 $58,432 $61,196 $63,524 $68,458 $67,498 $69,698 $72,938 $75,579 $78,331 $81,202 $83,998 $86,708 $90,185 $93,844 $97,704 $101,555 $105,649 Sales Tax 36,011 39,680 40,075 44,028 44,051 46,439 46,439 47,619 48,930 47,847 47,992 50,519 53,186 55,965 57,517 59,109 57,788 57,939 Utility Users Tax 16,935 16,066 17,268 17,308 25,945 18,000 21,000 24,000 24,480 24,970 25,469 25,978 26,498 27,028 27,568 28,120 28,682 29,256 Transient Occupancy Tax 2,823 2,187 1,552 1,979 2,359 2,000 2,000 3,125 3,219 3,154 3,170 3,343 3,525 3,717 3,829 3,944 3,865 3,884 Cannabis Tax 0 3 442 843 804 1,100 1,100 1,100 1,122 1,144 1,167 1,191 1,214 1,239 1,264 1,289 1,315 1,341 Emerg Svcs Facilities Excise Tax 2,186 2,030 1,831 1,829 2,045 2,075 2,075 2,075 2,096 2,117 2,138 2,159 2,181 2,203 2,225 2,247 2,269 2,292 Business License Tax 2,833 2,755 2,677 3,171 3,287 2,811 2,811 3,058 3,089 3,120 2,995 2,950 3,052 3,157 3,266 3,299 3,332 3,198 Property Transfer Tax 12,256 12,150 17,120 21,226 12,357 17,600 17,600 17,600 17,776 17,065 16,809 17,389 17,989 18,609 18,796 18,983 18,224 17,951 Franchises 9,730 10,582 10,624 10,516 11,907 12,179 12,179 12,928 13,186 13,450 13,719 13,993 14,273 14,559 14,850 15,147 15,450 15,759 Permits & Fees 15,966 12,074 13,300 12,738 14,297 14,099 14,099 15,144 15,447 15,521 15,717 16,143 16,582 17,035 17,376 17,723 17,808 18,034 Interest 488 460 (9) (735) 427 300 300 300 517 452 338 214 90 1 0 0 0 0 Other Revenue 10,751 9,725 14,597 8,629 7,663 11,591 12,027 11,791 11,834 11,879 11,923 11,969 12,015 12,061 12,109 12,157 12,205 12,255 Transfers In 17,357 3,964 3,967 11,571 17,123 4,192 8,690 4,681 4,759 4,838 4,919 5,001 5,085 5,171 5,258 5,347 5,438 5,531 Total Revenues 181,804 170,107 184,641 196,625 210,724 199,883 210,017 216,360 222,033 223,887 227,558 234,847 242,398 250,930 257,900 265,069 267,931 273,088 Salaries/Wages 72,803 73,459 73,817 77,837 81,762 98,419 100,108 104,703 106,784 109,169 111,607 114,100 116,649 119,254 121,918 124,646 127,436 130,287 Overtime 9,574 9,767 11,903 13,903 14,919 3,370 3,370 3,370 3,437 3,506 3,576 3,648 3,721 3,795 3,871 3,948 4,027 4,108 Retirement 26,951 30,183 33,051 36,742 40,016 42,846 42,846 47,734 49,399 51,648 53,639 57,479 58,780 60,031 58,410 58,532 56,751 56,337 Health 11,533 11,639 11,765 11,994 12,410 16,200 16,200 17,175 16,873 17,379 17,901 18,438 18,991 19,560 20,147 20,752 21,374 22,015 Retiree Medical 3,020 3,107 3,059 3,248 3,241 3,465 3,465 4,306 4,414 4,512 4,613 4,717 4,822 4,930 5,041 5,154 5,270 5,388 Workers Compensation 6,815 6,816 8,106 8,526 9,001 5,418 5,418 5,857 6,004 6,139 6,276 6,417 6,562 6,709 6,860 7,014 7,171 7,333 Other Benefits 1,831 2,065 2,347 2,299 2,492 1,233 1,233 1,886 1,923 1,966 2,010 2,055 2,102 2,149 2,197 2,247 2,297 2,349 Personnel Charge Out (3,803) (5,031) (3,500) (4,168) (5,336) (6,371) (6,371) (7,317) (7,481) (7,649) (7,821) (7,996) (8,176) (8,359) (8,547) (8,740) (8,936) (9,137) Vacancy Savings - - - - - (5,881) (5,881) (6,084) (4,238) (4,323) (4,409) (4,497) (4,586) (4,678) (4,771) (4,866) (4,963) (5,062) Subtotal Personnel 128,724 132,005 140,546 150,382 158,506 158,699 160,388 171,630 177,114 182,348 187,394 194,362 198,864 203,392 205,127 208,687 210,428 213,618 Maintenance & Utilities 797 920 804 1,210 1,092 1,687 1,687 1,679 1,729 1,781 1,835 1,890 1,946 2,005 2,065 2,127 2,191 2,256 Services & Supplies 11,441 12,105 11,880 10,069 12,593 10,901 11,679 11,612 11,902 12,200 12,505 12,818 13,138 13,466 13,803 14,148 14,502 14,864 Internal Service Charges 15,504 16,858 14,048 14,890 16,813 19,951 19,951 18,729 19,197 19,773 20,366 20,977 21,606 22,254 22,922 23,610 24,318 25,048 Capital Outlay 5,427 12 257 657 68 0 0 0 0 0 0 0 0 0 0 0 0 0 Transfers Out-Debt 2,857 2,015 2,993 2,544 2,742 2,708 2,708 2,577 2,715 2,715 734 734 508 281 281 281 281 281 Transfers Out-CIP 3,357 5,814 2,117 6,309 4,811 2,560 3,476 2,108 2,171 2,236 2,303 2,373 2,444 2,517 2,593 2,670 2,750 2,833 Transfers Out-Liability/Other 8,500 5,624 6,252 8,217 9,244 8,473 8,770 9,833 10,029 10,230 10,435 10,643 10,856 11,073 11,295 11,521 11,751 11,986 Budget Additions/Appropriations - - - - - - 4,629 - - - - - - - - - - 7,158 Budget Cuts - - - - - - - - - - - - - - - - - - Total Expense 176,608 175,353 178,897 194,277 205,868 204,978 213,286 218,168 224,858 231,284 235,572 243,796 249,362 254,989 258,085 263,044 266,221 278,045 GF Reserves - Surplus/(Use) 5,196 (5,246) 5,743 2,348 4,857 (5,095) (3,269) (1,808) (2,825) (7,397) (8,013) (8,949) (6,964) (4,058) (185) 2,025 1,710 (4,957) ACFR Adjustment (702) (785) (461) (612) (425) - - - - - - - - - - - - Beginning Fund Balance 32,385 36,879 30,847 36,130 37,866 42,298 42,298 39,029 37,221 34,395 26,998 18,985 10,036 3,073 (986) (1,171) 855 2,565 Ending Fund Balance 36,879 30,847 36,130 37,866 42,298 37,203 39,029 37,221 34,395 26,998 18,985 10,036 3,073 (986) (1,171) 855 2,565 (2,393) Bal as % of Expenses 20.9% 17.6% 20.2% 19.5% 20.5% 18.1% 18.3% 17.1% 15.3% 11.7% 8.1% 4.1% 1.2% -0.4% -0.5% 0.3% 1.0% -0.9% Employee Home Loan Program 1,000
ED Corp Loan / Repayment 8,600 (575) (575) (575) (575) (575) (575) (575) (575) (575) (575) Net Ending Fund Balance 36,879 30,847 36,130 37,866 42,298 37,203 29,428 27,620 25,369 18,547 11,109 2,735 (3,653) (7,137) (6,747) (4,146) (1,861) (6,244) Net Bal as % of Expenses 20.9% 17.6% 20.2% 19.5% 20.5% 18.1% 13.8% 12.7% 11.3% 8.0% 4.7% 1.1% -1.5% -2.8% -2.6% -1.6% -0.7% -2.2% ($ in Thousands)

ATTACHMENT IX

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: PH 24-023
DATE: June 4, 2024
TO: Mayor and City Council
FROM: Director of Finance

SUBJECT
Gann Limit Adoption: Adopt a Resolution Establishing a Gann Appropriations Limit for Fiscal Year 2025 (Report from Finance Director Gonzales)

RECOMMENDATION
That Council adopts a resolution (Attachment II) establishing a Gann appropriations limit for Fiscal Year 2025.

SUMMARY
Each fiscal year, the City is required to calculate and establish its appropriations limit. The Gann Limit for FY 2025 is calculated at $413,370,218, and the appropriations subject to limit total is $166,611,723.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Gann Appropriation Limit
Attachment IV FY 2025 Adjustment Factor
CITY OF HAYWARD Printed on 5/30/2024Page 1 of 1
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DATE: June 4, 2024

TO: Mayor and City Council

FROM: Director of Finance

SUBJECT Gann Limit Adoption: Adopt a Resolution Establishing a Gann Appropriations Limit for Fiscal Year 2025 (Report from Finance Director Gonzales)

RECOMMENDATION

That Council adopts a resolution (Attachment II) establishing a Gann appropriations limit for Fiscal Year 2025.

SUMMARY

Each fiscal year, the City is required to calculate and establish its appropriations limit. The Gann Limit for FY 2025 is calculated at $413,370,218, and the appropriations subject to limit total is $166,611,723.

BACKGROUND

State Proposition 4, commonly known as the Gann Initiative, was approved by California voters in November 1979. Proposition 4 created Article XIIIB of the State Constitution, which places limits on the amount of revenue that can be spent by government agencies. This is referred to as the Gann Appropriation Limit, or Gann Limit.

A subsequent related State Initiative, Proposition 111, was approved by the voters in June 1990 and provided new adjustment formulas to make the Gann Limit more responsive to local growth issues and to address concerns regarding the accountability of local governments in adopting their limits. Prior to each fiscal year, city councils must adopt by resolution the Gann Appropriation Limit for the city for the upcoming year. In addition, cities are required to conduct a review of their limits during annual financial audits.

The appropriations limitation imposed by Propositions 4 and 111 creates a restriction on the amount of revenue that can be appropriated in any fiscal year. The limit is based on actual appropriations during the 1978-79 fiscal year and is increased each year using population and inflation growth factors. Only revenues that are classified as "proceeds of taxes" are subject to the limit. The use of "non-tax proceeds" (user fees, rental income, franchise fees, Gas Tax revenue) is not restricted.

DISCUSSION

During any fiscal year, a city may not appropriate any proceeds of taxes it receives in excess of its established limit. Excess funds received in any year may be carried into the subsequent year for use if the city is below its limit for that year. Any excess funds remaining after the second year would be required to be returned to local taxpayers by reducing tax rates or fees.

As an alternative, a majority of the voters may approve an "override" to increase the city's appropriations limit.

Senate Bill 1352 requires that the governing body of each local jurisdiction shall, by a legislative action, establish its appropriations limit at a regularly scheduled or special meeting and that the documentation used in the determination of the appropriations limit shall be made available to the public fifteen days before that meeting. Government Code Section 7910 requires that the City adopt its appropriations limit prior to the beginning of each fiscal year.

The Finance Department of the City of Hayward compiles the data and makes calculations incident to the determination of the XIIIB appropriations limit. The resolution establishes the appropriations limit FY 2025 to be $413,370,218.

STRATEGIC ROADMAP

This agenda item is a routine operational item and does not relate to one of the Council’s six Strategic Priorities.

FISCAL IMPACT

There are no present fiscal impacts related to establishing the limit for FY 2025. The amount of appropriations subject to the limit is the budgeted proceeds of taxes (e.g., all taxes levied; transfers from an enterprise fund to the extent those transfers exceed the cost of providing the services; discretionary state subventions; interest earned from the investment of proceeds of taxes, etc.), and the total of these budgeted revenues cannot exceed the total appropriations limit.

The City’s actual appropriations in each fiscal year have been significantly below the limit, as will be for FY 2025. The table below summarizes the limit for FY 2025 and the preceding five years.

PUBLIC CONTACT

The amount of the Fiscal Year 2025 appropriations limit and the documentation substantiating this determination are available for review by the public by contacting the Office of the City Clerk.

Prepared by: Nicholas Mullins, Senior Management Analyst

Recommended by: Nicole Gonzales, Director of Finance

Approved by:

Dustin Claussen, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-_______

Introduced by Council Member __________

ADOPTION OF APPROPRIATIONS LIMIT FOR FISCAL YEAR 20 25 PURSUANT

TO ARTICLE XIII B OF THE CONSTITUTION OF THE STATE OF CALIFORNIA

WHEREAS, on November 6, 1979, the citizens of the State of California approved Proposition 4, which added Article XIII B to the Constitution of the State of California to place various limitations on the fiscal powers of State and local government; and

WHEREAS, Senate Bill 1352, Government Code Section 7900, et. seq. enacted by the California Legislature, provides for the implementation of Article XIII; and

WHEREAS, the City is required to establish its appropriations limit at a regularly scheduled meeting or noticed special meeting, and 15 days prior to such meeting, the documentation used in the determination of the appropriations limit shall be made available to the public; and

WHEREAS, the Gann Limit for FY 202 5 is calculated at $ 413,370,218, and the appropriations in FY 2025 subject to this limit total $166,611,723; and

WHEREAS, the FY 202 5 Gann Limit was calculated using the change in the cost of living based on the change in California per capita personal income, and the change in population based on the percentage change in population within Alameda County.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Hayward that at its meeting of June 4, 2024, Council will adopt a Resolution that establishes the appropriations limit for the FY 2025 pursuant to Article XIII B of the Constitution of the State of California.

BE IT FURTHER RESOLVED that the documentation used in the determination of the appropriations limit for FY 2025 is available for public review by contacting the Office of the City Clerk of the City of Hayward.

IN COUNCIL, HAYWARD, CALIFORNIA June 4, 2024

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward
City of Hayward
Gann Appropriations
Limit

ATTACHMENT III
FY 2025
Gann Limit
City of Hayward
Appropriations Limit Calculation
FY 2025 Adjustment Factors

1. Population (-0.54+ 100)/100 99.46%

2. Per Capita Income (3.62 + 100)/100 103.62%
Total Adjustment Factor: 103.060%
FY 2024 Limit: $401,094,901
FY 2025 Adj Factor: 103.06%
New Limit Amount: $413,370,218
FY 2025 Limit: $413,370,218
Reference

1. Population: County Population Change

2. Per Capita Income: CA PCI Change

ATTACHMENT IV

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: LB 24-015
DATE: June 4, 2024
TO: Mayor and City Council
FROM: Interim City Manager

SUBJECT
Fiscal Year 2025 Strategic Roadmap: Resolution Approving and Adopting the City of Hayward Strategic Roadmap

RECOMMENDATION
That the Council adopts a resolution (Attachment II) adopting the Strategic Roadmap for FY 2025.

SUMMARY
Each year starting in 2020, the City Council has adopted a Strategic Roadmap to help the City prioritize projects and initiatives and to help staff understand where to focus resources. This year, Council held a retreat on February 10 to discuss and provide direction on the Strategic Roadmap for FY 2025 and held a second work session on April 23, 2024. Attachment III is a final draft of the Strategic Roadmap document for Council adoption at this meeting. Staff is also preparing to launch an online version of the Strategic Roadmap, which will serve as a progress dashboard that will be updated quarterly. Attachment IV shows staff’s approach to the dashboard. Staff is seeking feedback from Council on this approach.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III FY25 Strategic Roadmap for Adoption
Attachment IV Approach for Dashboard
CITY OF HAYWARD Printed on 5/31/2024Page 1 of 1
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DATE: June 4, 2024

TO: Mayor and City Council

FROM: Interim City Manager

SUBJECT: Adoption of Fiscal Year 2025 Strategic Roadmap Document

RECOMMENDATION

That Council passes the attached resolution to adopt the FY 2025 Strategic Roadmap Document.

SUMMARY

Each year starting in 2020, the City Council has adopted a Strategic Roadmap to help the City prioritize projects and initiatives and to help staff understand where to focus resources. This year, Council held a retreat on February 10, 2024 to discuss and provide direction on the Strategic Roadmap for FY 2025 and held a second work session on April 23, 2024. Attachment III is a final draft of the Strategic Roadmap document for Council adoption at this meeting.

Staff is also preparing to launch an online version of the Strategic Roadmap, which will serve as a progress dashboard that will be updated quarterly. Attachment IV shows staff’s approach to the dashboard. Staff is seeking feedback from Council on this approach.

BACKGROUND AND DISCUSSION

Council held a retreat on February 10 to discuss and provide direction on the Strategic Roadmap for FY 2025 and a second work session on April 23. At the April work session, Council had no substantive changes to the draft of the Roadmap that staff presented.

Council did provide comments about the implementation of a few project areas, which staff has noted and will keep in mind throughout FY 2025.

FY 2025 Strategic Roadmap Document for Adoption
Attachment III is the PDF version of the Strategic Roadmap. Staff is seeking Council adoption of this version of the Roadmap to include in the FY 2025 adopted budget document.

Proposed Approach for the Dashboard
For the first time, the City will also be releasing a website version of the Roadmap. This will serve as a dashboard to report on each project’s progress and show the data for each metric.

The goal of the dashboard is to provide current information for Council and transparency for the community. The website will be connected to the software that staff have recently begun using to track projects and metrics. Staff will receive automatic prompts at the end of each quarter to input their updates.

The dashboard will go live in July with the start of the fiscal year. Attachment IV shows draft samples of the dashboard (note that these are samples and do not necessarily display actual or accurate information). Attachment IV also lists each project and metric along with staff’s recommended approach to either include the item on the dashboard, combine the item with another item for reporting, or, in a few cases, pause on including the item on the dashboard.

For most items, staff recommend inclusion on the dashboard.

At this meeting, staff is seeking any feedback from Council Members on the approach to the dashboard. Staff will incorporate this feedback into the final design of the website.

FISCAL IMPACT

There is no fiscal impact from adopting the FY 2025 Strategic Roadmap document.

NEXT STEPS

Upon adoption of the attached resolution, staff will include the Strategic Roadmap in the FY 2025 adopted budget document. Staff will also incorporate any Council feedback on the dashboard into the final website design, which will go live in July.

Prepared by: Mary Thomas, Assistant to the City Manager

Approved by:

______________________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Member __________

RESOLUTION APPROVING AND ADOPTING THE CI TY OF HAYWARD FISCAL YEAR 2025 STRATEGIC ROADMAP

WHEREAS, on January 28, 2020 the City Council adopted the City’s first Strat egic Roadmap and has adopted updated versions each subsequent year; and

WHEREAS, on February 10 , 202 4, Council held a retreat to review staff’s recommendations for a new Roadmap and provide direction and feedback; and

WHEREAS, on April 23, 2023 Council provided further feedback during a Work Session.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward approves and adopts the Fiscal Year 2025 Hayward Strategic Roadmap as shown in Attachment III to this item.

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2024

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward
Strategic
Roadmap
Fiscal Year 2025
Attachment III
V Vision
What are we trying to achieve with this and future Roadmaps? The City of Hayward is a place where people want to be. It has a growing economy, good housing options, cradle-to-career educational opportunities, an inviting downtown, and vibrant neighborhoods across the city. Its diverse and inclusive community is well supported with robust city services and is kept healthy and safe through innovative programs. It is a regional leader in addressing the housing & homelessness crises. It is also a leader in climate resilience and environmental justice to prepare residents to face the impacts of climate change. City staff have what they need to thrive in their work and take pride in helping Hayward continually improve.
1 A About the Roadmap
Why do we have a Strategic Roadmap?
This Strategic Roadmap outlines where we see our highest priorities in the next few years and a roadmap of specific actions to get us there. We designed this Roadmap to be bold in its vision for the future but also grounded in a realistic assessment of existing staff capacity and resource constraints.

In the future, Hayward continues to grow in population and stature, becoming a destination city in the East Bay. Existing residents are proud to call Hayward home, and it is becoming a community of choice for new families and employers.

Hayward attracts new, higher-paying jobs, allowing existing and new residents to live and work in the same community. Hayward’s attractive downtown and neighborhood business corridors draw people from across the region, featuring unique and locally-owned restaurants, music and art, attractive retail, outdoor dining, and inviting public spaces.

Diverse families live in healthy, inclusive ‘complete communities’ with stable housing, safe streets, excellent schools, cultural attractions, and community services. The city celebrates its diversity openly with cultural events, and protects that diversity with its commitment to equitable development. Hayward leads by developing important service partnerships between local and regional agencies.

Families are proud to live in an ‘education city,’ where the city actively supports them in taking advantage of the many local educational opportunities available. All residents know they will have a pathway from ‘cradle to career’ in Hayward.

Hayward has started construction of thousands of new housing units at all income levels. To reduce displacement of existing residents, the City is especially focused on making housing accessible and affordable to all, with new high density developments located near transit. The few who are unhoused are able to access the services necessary to thrive. Because demand is high, blighted properties throughout the city are re-developed and occupied.

Hayward continues to be a leader in climate resilience and environmental justice, reducing its carbon footprint, improving its sustainable practices, increasing green spaces, and preparing residents to face the impacts of climate change. Clean, leafy and landscaped corridors are more walkable and bikeable. Hayward and its neighboring cities have prioritized active transportation and multi-modal corridors over a reliance on cars and roads. As a result, the City sees less traffic, less pollution, and less speeding.

Through innovative programs, Hayward has also aligned public safety with community expectations for effectiveness, response times, and engagement, leading to an overall reduction in harm, improved mental health, and better relationships within Hayward’s diverse community.

Internally, employees feel city-wide priorities are aligned to their work and are able to grow and thrive in their roles. Employees from diverse backgrounds are recruited, retained and celebrated, and staff provide culturally informed services to our community. The City continues to develop innovative revenue sources and maintains a well-staffed and well- resourced workforce. The City is streamlining processes, using technology more effectively, and improving cross-department collaboration to provide better customer service.

Overall, there is a rising sense of pride among employees and residents alike. While there is much more to do, the City of Hayward is a place where people want to be.

E Expanded Vision Statement
2 3
S Strategic Priorities
Creating the Seven Priorities
In order to achieve the vision, what must the City prioritize? In answer to this question, we arrived at the seven overarching focus areas, or Strategic Priorities, that structure this Roadmap. The Strategic Priorities provide a framework to focus on the most pressing special projects and process improvements, as well as a structure for the work that happens in the Council subcommittees. The next page shows subcategories under each Strategic Priority.

5 R Racial Equity Lens
We strive to build a culture of equity to ensure that we are meeting the needs of all residents.

The City is committed to providing equitable services that improve the lives of all residents and take into consideration past inequities and injustices. We know achieving this vision requires tackling tough issues like institutional racism and implicit bias. We also know it takes continuous listening, learning, and improvement.

Questions we ask when we apply a racial equity lens to a service or project:
• What problem is this service/project seeking to address? • Who benefits from this service/project? Are some community members impacted by the problem more than others? Do we have demographic information about this group(s)?
• Who does this service/project not benefit? Do we have demographic information about this group(s)?
• Who is currently accessing this service?
• Who is not accessing this service? Do we know why? Are there barriers that makes it more difficult for some community members to use or access this service?
• How are we communicating about this service/project? What barriers are there for people to find up-to-date information?
• What racial, cultural, and/or ethnic groups experience disparities related to this program? How does this program benefit them or further exacerbate their disparities?
Throughout this plan, we have identified
projects with this icon that have a racial
equity focus or services/projects that we are
reviewing though a racial equity lens.

6 E Education City Lens
We strive to build a city where all residents have access to quality educational opportunities and cradle-to-career support so they can achieve their life goals.

The City is committed to working alongside our educational and community partners to support the academic success and future employment of Hayward’s students. The City does this by actively participating in collaborations like the Hayward Promise Neighborhoods, growing the economy, facilitating pathways for both private and public sector careers, partnering to provide education and employment services, and communicating about educational opportunities and successes.

Questions we ask when we apply an ‘Education City’ lens to a service or project:
• Have we communicated with our educational and community partners to align service offerings and create a more seamless service experience for Hayward families?
• How will this service, project, or policy support or expand educational and/or economic opportunities for people in Hayward? How are we collaborating with partners to facilitate and develop educational and/or employment pathways accessible to all Hayward youth and residents?
• How are we communicating education and economic opportunities in and around Hayward to Hayward families? What barriers do we need to remove for people to access this information or educational opportunities? • How will we know this service, project, or policy is improving educational and/or economic opportunities for Hayward youth and residents? • Transportation specific: Does this project make it easier for families and students to get to their campuses and other educational resources? Throughout this plan, we have identified
projects with this icon that have an
‘Education City’ focus or services/projects
that we are reviewing though an ‘Education

M

Metrics and Projects

ENHANCE COMMUNITY SAFETY

Objective 1: Provide first-rate emergency response services

# Proposed Metrics Dept/Division
SM1 # of Police incidents and types Police
SM2 Police response time Police
SM3 # Fire incidents and types Fire
SM4 Fire response time Fire
# Proposed Special Projects Dept/Division
SP1 Expand physical dispatch space Police & Fire
SP2 Implement Emergency Medical Dispatch Police & Fire SP3 Fill vacant Dispatch positions Police & Fire

Objective 2: Strengthen Community Resilience

# Proposed Metric Dept/Division
SM5 % of City of Hayward employees trained to FEMA standards for emergency positions Fire SM6 # of Community Emergency Response Team (CERT) members trained annually Fire # Proposed Special Projects Dept/Division
SP4 Update and train staff on the Comprehensive Community Resilience Plan Fire SP5 Provide a training on Council’s role in an emergency Fire SP6 Implement Community Emergency Response Team (CERT) program changes Fire

Objective 3: Enhance community access to mental and physical health services through strategic partnerships
# Proposed Metrics Dept/Division
SM7 # of HEART response calls and types Community Services, Police, Fire
SM8 # of unique patients receiving preventative care treatment at the Firehouse Clinic Fire SM9 # of medical responses that result in treat and non-transports (diverted from the emergency room) Fire
SM10 # of families served through Youth and Family Services Bureau Police # Proposed Special Projects Dept/Division
SP7 Transition HEART program from pilot to permanent response program, including identifying a permanent local funding source and leveraged grants Community Services, Police,
Fire
SP8 Transition to new County Emergency Medical Services (EMS) system Fire

7 GROW THE ECONOMY

Objective 1: Provide first-rate business support services Proposed Metrics Dept/Division
EM1 # of businesses engaged through programs and outreach Economic Development EM2 # of concept plans reviewed for priority sites Economic Development Proposed Special Projects Dept/Division
EP1 Complete remaining ARPA programs including: “Restaurant Relaunch” and “Restore and Reopen” façade assistance programs Economic Development EP2 Explore partnerships for the Stack Center to create an entrepreneurship hub and commercial kitchen incubator program City Manager Administration

Objective 2: Invest in plans and programs that create thriving commercial corridors, with an added focus on the Downtown

Proposed Metric Dept/Division
EM3 # of businesses that received direct financial or technical support Economic Development Proposed Special Projects Dept/Division
EP3
Continue to roll out ARPA-funded Hayward Open for Business program to aid businesses in activating interior and exteriors with points of interest and harness social media to attract customers
Economic Development
EP4 Implement a Downtown Working Group Several
EP5 Provide a report on how midsized cities revitalized downtowns Economic Development EP6 Provide a report on ordinances that may have adverse impacts on businesses Economic Dev, Planning EP7 Provide a report on allowing small businesses and popups in residential areas Economic Dev, Planning

Objective 3: Grow educational pathways and workforce pipelines for residents of all backgrounds Proposed Metrics Dept/Division
EM4 # of Hayward residents receiving Tuition Assistance Grants Economic Development EM5 # of Hayward employers participating in Job Fairs Economic Development EM6 # of students hosted by the City through internships and career pathway programs

Several
Proposed Special Projects Dept/Division
EP8 Develop recommendations for encouraging development of worker-cooperatives in Hayward
Economic Development,
Planning
EP9 Partner with HUSD and HARD on a job fair for teens Economic Development, Library

Objective 4: Strategically manage or dispose of City property to support economic goals Proposed Special Projects Dept/Division
EP10 Implement a property management strategy for Cinema Place City Manager Administration EP11 Continue to work on Route 238 Corridor lands dispositions and development City Manager Administration EP12 Release solicitation for City Center disposition and development City Manager Administration EP13 Study the options for disposing of Successor Agency parcels on Mission Blvd City Manager Administration EP14 Request for report at CEDC and then work session at Council to discuss options and strategy for Cinema Place City Manager Administration

8 PRESERVE, PROTECT & PRODUCE HOUSING FOR ALL
Objective 1: House and support people experiencing homelessness

# Proposed Metrics Dept/Division
HM1 # of people served at the Navigating Center and % placed in permanent housing Community Services HM2 # of people assisted through shallow rental subsidy Community Services HM3 # of agencies funded through Community Agency Funding Process providing direct and supportive services Community Services
# Proposed Special Projects Dept/Division
HP1 Support development of St. Regis Behavioral Health Campus to provide health and housing services to people experiencing homelessness and mental health crises Community Services
HP2 Implement State Homekey funding for Project Reclamation scattered site program Community Services HP3 Provide an update to Council on the City's homelessness efforts Community Services

Objective 2: Encourage the production of housing for all by creating incentives and removing development barrier
# Proposed Metric Dept/Division
HM4 Issue Building Permits Consistent with Regional Housing Needs Allocation (RHNA) targets Housing
HM5 # of City actions taken in support of housing development (like grants, loans funded, development agreements, ordinance modification) Housing # Proposed Special Projects Dept/Division
HP4 Explore Social Impact Bond Program to convert tax-defaulted or vacant and blighted properties into wealth building ownership opportunities Housing HP5 Evaluate available funding to issue a Notice of Funding Availability (NOFA) for the development of affordable housing Housing
HP6 Zoning Ordinance Amendments Related to Shelters, Group Homes, Supportive & Transitional Housing Planning
HP7 Zoning Ordinance Amendments Related to Streamlining Housing Entitlements for Qualified Projects Planning
HP8 Adopt Universal Design Guidelines for Accessible Housing Planning

Objective 3: Protect the stability and sustainability of existing housing

# Proposed Metrics Dept/Division
HM6 # of rent review petitions received Housing
HM7 # of people served by foreclosure prevention and eviction prevention services Housing HM8 # of people receiving relocation assistance Housing HM9 # of affordable homeownership opportunities supported Housing HM10 # of existing affordable housing projects monitored/supported Housing # Proposed Special Projects Dept/Division
HP9 Evaluate the option of creating a rent registry to obtain better data on rent increase, evictions, and occupancy Housing
HP10 Simplify the Relocation Assistance Ordinance to improve compliance and increase funding for Emergency Relocation Assistance Housing
HP11 Provide creative financing like down payment assistance to help more buyers get unrestricted-deed properties
Housing

9 INVEST IN INFRASTRUCTURE

Objective 1: Invest in multi-modal transportation

Proposed Metrics Dept/Division
FM1 # of traffic calming projects installed Transportation FM2 # of miles of bike lanes added Transportation
FM3 # of miles of repaving completed Transportation
FM4 # of registered HOP users Community Services
FM5 # of one-way TNC rides provided Community Services FM6 # of traffic collisions Police, Transportation
Proposed Special Projects Dept/Division
FP1 Implement recommended program improvements for Hayward Operated Paratransit (HOP) program to support seniors and adults with disabilities Community Services FP2 Complete construction of Mission Boulevard phase 3 Engineering FP3 Evaluate safety enhancements for the Downtown Loop Transportation FP4 Complete implementation of “A Bench for Every Stop” project Transportation FP5 Main Street complete street construction Engineering

Objective 2: Invest in City-owned facilities & property

Proposed Special Projects Dept/Division
FP6 Complete Phase I construction of the Stack Center and continue fundraising, with the goal of beginning Phase II in FY25
Engineering
FP7 Begin construction of La Vista Park Engineering
FP8 Complete Phase I of Weekes Library beautification Library FP9 Finish a needs assessment/preliminary feasibility report on a new Police Building, including a funding mechanism Public Works, Police
FP10 Finish a preliminary feasibility report on a new Corporation Yard Public Works, Maintenance FP11 Complete security upgrades to Watkins Street garage Maintenance

Objective 3: Enhance local water supplies and wastewater systems

Proposed Metrics Dept/Division
FM7 Miles of water pipelines and sewer lines replaced annually (target = 2.5 miles) Utilities FM8 Water quality Utilities
Proposed Special Projects Dept/Division
FP12 Continue Water Pollution Control Facility Phase II upgrade Utilities FP13 Complete a Recycled Water Master Plan Utilities
FP14 Implement Sustainable Groundwater Plan Utilities

10 CHAMPION CLIMATE RESILIENCE & ENVIRONMENTAL JUSTICE
Objective 1: Reduce Greenhouse Gases and Dependency on Fossil Fuels # Proposed Metrics Division
CM1 Annual Communitywide GHG Emissions in MTCO2e (metric tons of carbon dioxide equivalent) Environmental Services
# Proposed Special Projects
CP1 Implement Year 1 Programs from the adopted GHG Roadmap Environmental Services CP2 Continue to collaborate with Ava Community Energy to provide public EV charging facilities
Environmental Services
CP3 Present a plan on EV charging for city facilities Maintenance Services, Environmental Services
CP4 Continue to transition City facilities from natural gas to electric, with a focus on HVAC systems
Maintenance Services,
Environmental Services
CP5
Improve e-bike adoption through the creation of an e-bike rebate program and ensuring that electric transit infrastructure such as EV chargers also serve e-bike and not just electric cars
Environmental Services

Objective 2: Reduce waste by promoting a circular economy

# Proposed Metric
CM2 Pounds of waste diverted from the landfill Environmental Services # Proposed Special Projects
CP6 Continue to identify opportunities for compost hubs and other distribution mechanisms for compost in Hayward Environmental Services

Objective 3: Mitigate environmental and climate impacts, with an emphasis on vulnerable communities
# Proposed Metrics
CM3 # of participants in water conservation programs for residential, business, and municipal customers
Utilities
CM4 # of trees planted directly and in partnership with community groups (target = 1,500) Maintenance Services
# Proposed Special Projects
CP7 Complete update to Tree Preservation Ordinance Planning CP8 Prepare an ordinance to create smoke-free multifamily housing Code Enforcement CP9 Implement Year 1 Programs from the adopted General Plan Environmental Justice Element, with a focus on mitigating the impact on frontline communities Environmental Services CP10 Continue to work with HASPA partners to seek grant funding to implement the Shoreline Master Plan
Planning, Environmental
Services

11 CULTIVATE VIBRANT NEIGHBORHOODS
Objective 1: Invest in Cleanliness and Blight Reduction Proposed Metrics Division
NM1 % of Access Hayward illegal dumping, graffiti, unhoused abatement, and landscaping requests are responded to within (target = 98% in 48 hours) Maintenance Services NM2 # of households participating in Disposal Days Maintenance Services NM3 # of home rehab grants for low-income homeowners Community Services Proposed Special Projects Division
NP1 Engage owners of vacant building properties to encourage activation, starting in the downtown, and enforce against owners of empty storefronts Code Enforcement NP2 Expand litter collection services (like the Downtown Streets Team) to pick up litter through the City Environmental Services
NP3 Formalize the working agreement with Caltrans to address blight at freeway exits Maintenance Services

Objective 2: Provide Community Enrichment and Educational Programming Proposed Metric Division
NM4 # of library materials checked out Library
NM5 # of participants using library cradle to senior programs, by type of program Library NM6 # of patrons accessing e-resources Library
NM7 # of grants awarded to arts and music and social services agencies Community Services NM8 # of meals delivered through SOS Meals on Wheels Community Services Objective 3: Beautify and Activate Public Spaces
Proposed Metrics Division
NM9 # of event attendees at City-run and City-sponsored events Community & Media Rel.

Proposed Special Projects Division
NP4 Work with Council to determine funding priorities for City-run and City-sponsored events and implement new granting processes
Community & Media
Relations
NP5 Work with partners to launch outdoor programming at the Stack Center Community Event Plaza by fall 2024 City Manager Administration
NP6 Complete Jackson Corridor landscape beautification, including monument gateway sign on Jackson at Silva Avenue Maintenance Services
NP7 Create an analysis of the staffing and funding needs to create a public art program, including the possibility of an art impact fee
Community & Media
Relations

Objective 4: Support Volunteerism, Civic Leadership, and Community-Led Initiatives
Proposed Metrics Division
NM10 # of volunteers who participated in a program or event Library and others NM11 # of students who participate in the mock City Council program Community & Media Rel.

NM12 # of reparative justice implementation plans approved by City Council Racial Equity Division Proposed Special Projects Division
NP8 Increase the access to community meeting rooms and facilities across the city by collaborating with HUSD and HARD to have 2-3 spaces open for public use Several
NP9 Complete interpretive signs and art in Heritage Plaza Art to Honor Indigenous and Russell City Heritage in partnership with community groups City Manager Administration NP10 Allocate and develop resources to implement approved reparative justice actions resulting from community-led input on the Russell City Reparative Justice Project Racial Equity Division

12 STRENGTHEN ORGANIZATIONAL HEALTH
Objective 1: Strengthen Fiscal Sustainability and Transparency Proposed Metrics Division
RM1 % General Fund Reserve Finance
RM2 $ Grant Funds received Finance
Proposed Special Projects Division
RP1 Continue to explore the potential early extension of the ½ cent local district sales tax Finance, CMO RP2 Expand financial transparency through platforms like OpenGov Finance RP3 Report on the budget for the Hayward Economic Development Corporation Finance RP4 Provide a report to Council on Public Banking Finance

Objective 2: Strengthen and Streamline Customer Service Proposed Metric Division
RM3 # of subscribers to and reach of the Stack Newsletter Community & Media Rel.

RM4 # of social Media impressions Community & Media Rel.

RM5 # of City of Hayward departments with departmental language access plans completed by June 30, 2025 Racial Equity Division
Proposed Special Projects Division
RP5 Develop and resource departmental language access plans that clarify baseline translation and interpretation practices for language access Racial Equity Division RP6 Conduct an interdepartmental assessment of Access Hayward and implement updates to streamline customer responses City Manager Administration RP7 Assess additional meeting locations with hybrid capacity for Council and Commission meetings
City Clerk’s Office, IT
Community & Media Rel.

Objective 3: Strengthen Employee Engagement, Development, and Retention Proposed Metrics Division
RM6 New employee experience survey Human Resources
RM7 Employee turnover, hires, and promotions Human Resources RM8 Employee engagement survey data Human Resources
RM9 Employee demographics and how employee retention by demographics HR, Equity Division Proposed Special Projects Division
RP8 Interdepartmentally collaborate to formalize, expand, and promote the onboarding program to improve new employee experience Human Resources RP9 Audit existing policies and HR processes for compliance including areas for revision and general enhancement Human Resources
RP10 Develop a citywide compensation philosophy with internal benchmarks in alignment with the comparator marketplace Human Resources

Objective 4: Optimize Access to Workforce Technology
Proposed Metrics Division
RM10 New Technology Investments processed through IT Governance Information Technology Proposed Special Projects Division
RP11 Continue to implement an IT Governance workgroup to ensure business alignment with technology solutions Information Technology
RP12 Implement the Strategic Roadmap project management software and dashboard and create linked performance dashboards for other plans City Manager Administration

13 Attachment IVApproach for Dashboard
Pages 1-4 of this attachment show samples of the future Strategic Roadmap dashboard, which will go live in July 2024 with the st art of the fiscal year.

Note that these samples are intended to be draft examples and do not contain actual data or language. Pages 5 -11 list staff’s proposed approach for each of the projects and metrics in the FY25 Strategic Roadmap in relation to the dashboard.

Approach for
Dashboard
This shows a sample
objective page. This
is a sample only and
does not necessarily
show actual or
arcuate information.

Approach for
Dashboard
This shows a
sample project
page. This is a
sample only and
does not
necessarily show
actual or arcuate
information.

Approach for Dashboard
This shows a sample metric page. This is a sample only and displays placeholder data, not actual data.

Enhance Community Safety
Objective 1: Provide first-rate emergency response services # Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW Approach for Dashboard SM1 Police incident numbers and types x Include - report quarterly SM2 Police response time Include - report quarterly
SM3 Fire incident numbers and types Include - report quarterly SM4 Fire response time x Include - report quarterly
# Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW SP1 Expand physical Dispatch space x x Include in Dashboard SP2 Implement Emergency Medical Dispatch x x Include in Dashboard SP3 Fill vacant Dispatch positions x x Report on under project SP2 Objective 2: Strengthen community resilience
# Proposed Metric CC CM DS FD FN HR IT LB MS PD PW
SM5 % of City of Hayward employees trained to FEMA standards for emergency positions x Include - report annually SM6 Number of Community Emergency Response Team (CERT) members trained annually x Include - report annually # Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW SP4 Update and train staff on the Comprehensive Community Resilience Plan x Include in Dashboard SP5 Provide a training on Council’s role in an emergency x Report on under project SP4 SP6 Implement Community Emergency Response Team (CERT) program changes x Include in Dashboard Objective 3: Enhance community access to mental and physical heal th services through strategic partnerships # Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW
SM7 Number and types of HEART response calls x x x Include - report annually SM8 Number of unique patients receiving preventative care treatment at the Firehouse Clinic x Include - report annually SM9 Number of medical responses that result in treat and non-transports (diverted from the emergency room) x Include - report annually SM10 Number of families served through Youth and Family Services Bureau x Include - report annually # Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW SP7 Transition HEART program from pilot to permanent response program x x x Include in Dashboard SP8 Transition to new County Emergency Medical Services (EMS) system x Include in Dashboard Staff is proposing the following approach for the dashboard for each metric and project:

Grow the Economy
Objective 1: Provide first-rate business support services Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW Approach for Dashboard EM1 # of businesses engaged through programs and outreach x Include - report annually EM2 # of concept plans reviewed for priority sites x Include - report annually Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW EP1 Complete remaining ARPA programs including: “Restaurant Relaunch” and “Restore and Reopen” façade assistance programs x Include in Dashboard
EP2 Explore partnerships to create an entrepreneurship hub and commercial kitchen incubator program x Include in Dashboard Objective 2: Invest in plans and programs that create thriving commercial corridors, with an added focus on the Downtown Proposed Metric CC CM DS FD FN HR IT LB MS PD PW
EM3 # of businesses that received direct financial or technical support x Include - report annually Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW EP3 Continue to roll out ARPA-funded Hayward Open for Business program to aid businesses in activating interior and exteriors with points of interest and harness social media to attract customers x Include in Dashboard EP4 Implement a Downtown Working Group x x x x x x x Include in Dashboard EP5 Provide a report on how midsized cities revitalized downtowns x x Report on under project EP4 EP6 Provide a report on ordinances that may have adverse impacts on businesses Third priority for FY25 - will add
when there is capacity
EP7 Provide a report on allowing small businesses and popups in residential areas x x Include in Dashboard Objective 3: Grow educational pathways and workforce pipelines for residents of all backgrounds Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW
EM4 # of Hayward residents receiving Tuition Assistance Grants x Include - report annually EM5 # of Hayward employers and participants at Job Fairs x Include - report annually EM6 # of students hosted by the City through internships and career pathway programs x x x x Include - report annually Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW EP8 Develop recommendations for encouraging development of worker-cooperatives in Hayward x Fourth priority for FY25 - will add
when there is capacity
EP9 Partner with HUSD and HARD on a job fair for teens x x Report on under metric EM5 Objective 4: Strategically manage or dispose of City property to support economic goals Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW EP10 Implement a property management strategy for Cinema Place x Include in Dashboard EP11 Continue to work on Route 238 Corridor lands dispositions and development x Include in Dashboard EP12 Release solicitation for City Center disposition and development x Include in Dashboard EP13 Study the options for disposing of Successor Agency parcels on Mission Blvd x Include in Dashboard EP14 Request for report at CEDC and then work session at Council to discuss options and strategy for Cinema Place x Report on under project EP10

Preserve, Protect & Produce Housing for All
Objective 1: House and support people experiencing homelessness # Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW Approach for Dashboard HM1 # people served through City programs and % placed in permanent housing x Include - report bi-annually HM2 # people assisted through shallow rental subsidy x Include - report annually HM3 # agencies funded through Community Agency Funding Process providing housing related services x Include - report annually # Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW HP1 Support development of St. Regis Behavioral Health Campus x Include in Dashboard HP2 Implement State Homekey funding for Project Reclamation scattered site program x Include in Dashboard HP3 Provide a update to Council on the City's Let's House Hayward efforts x Report on under metric HM1 Objective 2: Encourage the production of housing for all by cr eating incentives and removing development barrier # Proposed Metric CC CM DS FD FN HR IT LB MS PD PW
HM4 Issue Building Permits Consistent with Regional Housing Needs Allocation (RHNA) targets x Include - report annually HM5 # City actions taken in support of housing development (like grants, loans funded, development agreements, ordinance modification) x Include - report annually
# Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW HP4 Explore Social Impact Bond Program to convert tax-defaulted or va cant and blighted properties into wealth building ownership oppo
rtunities x
Exploration only - won't place on
dashboard until definitive action
HP5 Evaluate available funding to issue a Notice of Funding Availability (NOFA) for the development of affordable housing x Report on under metric HM5 HP6 Zoning Ordinance Amendments Related to Shelters, Group Homes, Supportive & Transitional Housing x Include in Dashboard HP7 Zoning Ordinance Amendments Related to Streamlining Housing Entitlements for Qualified Projects x Include in Dashboard HP8 Adopt Universal Design Guidelines for Accessible Housing x Include in Dashboard Objective 3: Protect the stability and sustainability of existing housing # Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW
HM6 # rent review petitions received x Include - report bi-annually HM7 # of people served by foreclosure prevention and eviction prevention services x Include - report annually HM8 # of people receiving relocation assistance x Include - report annually HM9 # of affordable homeownership opportunities supported x Include - report annually HM10 # of existing affordable housing projects monitored/supported x Include - report annually # Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW HP9 Evaluate the option of creating a rent registry to obtain better data on rent increase, evictions, and occupancy x Incl ude in Dashboard HP10 Simplify the Relocation Assistance Ordinance to improve compliance and increase funding for Emergency Relocation Assistance x Include in Dashboard
HP11 Provide creative financing like down payment assistance to help more buyers get unrestricted-deed properties x Report on under metric HM9

Invest in Infrastructure
Objective 1: Invest in multi-modal transportation
Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW Approach for Dashboard FM1 # Traffic calming projects installed x Include - report annually FM2 # Miles of bike lanes added x Include - report annually FM3 # Miles of repaving completed x Include - report annually FM4 # registered HOP users x Include - report annually
FM5 # One-way TNC rides provided x Include - report annually FM6 # of traffic collisions x x Include - report quarterly Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW FP1 Implement recommended program improvements for Hayward Operated Paratransit (HOP) program to support seniors and adults with disabilities x Include in Dashboard
FP2 Complete construction of Mission Boulevard phase 3 x Include in Dashboard FP3 Evaluate safety enhancements for the Downtown Loop x Include in Dashboard FP4 Complete implementation of “A Bench for Every Stop” project x Include in Dashboard FP5 Complete Main Street complete street construction x Include in Dashboard Objective 2: Invest in City-owned facilities & property Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW FP6 Complete Phase I construction of the Stack Center and continue fundraising, with the goal of beginning Phase II in FY25 x Include in Dashboard FP7 Begin construction of La Vista Park x Include in Dashboard FP8 Complete Phase I of Weekes Library beautification x Include in Dashboard FP9 Finish a needs assessment/preliminary feasibility report on a new Police Building, including a funding mechanism x x Include in Dashboard FP10 Finish a preliminary feasibility report on a new Corporation Yard x x Include in Dashboard FP11 Complete security upgrades to Watkins Street garage x Include in Dashboard Objective 3: Enhance local water supplies and wastewater systems Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW
FM7 Miles of water pipelines and sewer lines replaced annually (target = 2.5 miles) x Include - report annually FM8 Water quality x Include - report annually
Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW FP12 Continue Water Pollution Control Facility Phase II upgrade x Include in Dashboard FP13 Complete a Recycled Water Master Plan x Include in Dashboard FP14 Implement Sustainable Groundwater Plan x Include in Dashboard

Champion Climate Resilience & Environmental Justice
Objective 1: Reduce greenhouse gases and dependency on fossil fuels # Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW Approach for Dashboard CM1 Annual Communitywide GHG Emissions in MTCO2e (metric tons of carbon dioxide equivalent) x Include - report annually # Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW CP1 Implement Year 1 Programs from the adopted GHG Roadmap x Include in Dashboard CP2 Continue to collaborate with Ava Community Energy to provide public EV charging facilities x Include in Dashboard CP3 Present a plan on EV charging for city facilities x x Include in Dashboard CP4 Continue to transition City facilities from natural gas to electric, with a focus on HVAC systems x x Include in Dashboard CP5 Improve e-bike adoption through the creation of an e-bike rebate program and ensuring that electric transit infrastructure such as EV chargers also serve e-bike and not just electric cars x Include in Dashboard Objective 2: Reduce waste by promoting a circular economy # Proposed Metric CC CM DS FD FN HR IT LB MS PD PW
CM2 Pounds of waste diverted from the landfill x Include - report annually # Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW CP6 Continue to identify opportunities for compost hubs and other distribution mechanisms for compost in Hayward x Include in Dashboard Objective 3: Mitigate environmental and climate impacts, with an emphasis on vulnerable communities # Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW
CM3 # of participants in water conservation programs for residential, business, and municipal customers x Include - report annually CM4 # of trees planted directly and in partnership with community groups (target = 1,500) x Include - report annually # Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW CP7 Complete update to Tree Preservation Ordinance x
CP8 Prepare an ordinance to create smoke-free multifamily housing x Third priority for FY25 - will add
when there is capacity
CP9 Implement Year 1 Programs from the adopted General Plan Environmental Justice Element, with a focus on mitigating the impact on frontline communities x Include in Dashboard
CP10 Continue to work with HASPA partners to seek grant funding to implement the Shoreline Master Plan x x Include in Dashboard

Objective 1: Invest in cleanliness and blight reduction Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW Approach for Dashboard NM1 % of Access Hayward illegal dumping, graffiti, unhoused abatement, and landscaping requests are responded to within x Include - report quarterly NM2 # Households participating in Disposal Days x Include - report annually NM3 # of home rehab grants for low-income homeowners x Include - report annually Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW NP1 Engage owners of vacant building properties to encourage activation, starting in the downtown, and enforce against owners of empty storefronts x Include in Dashboard
NP2 Expand litter collection services (like the Downtown Streets Team) to pick up litter through the City x Include in Dashboard NP3 Formalize the working agreement with Caltrans to address blight at freeway exits x Report on under metric NM1 Objective 2: Provide community enrichment and educational programming Proposed Metric CC CM DS FD FN HR IT LB MS PD PW
NM4 # Number of library materials checked out x Include - report annually NM5 # Participants using library cradle to senior programs, by type of program x Include - report annually NM6 # Patrons accessing e-resources x Include - report annually NM7 # Grants awarded to arts and music and social services agencies x Include - report annually NM8 # Meals delivered through SOS Meals on Wheels x Include - report annually Objective 3: Beautify and activate public spaces
Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW
NM9 # Event attendees at City-run and City-sponsored events x Include - report annually Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW NP4 Work with Council to determine funding priorities for City-run and City-sponsored events and implement new granting processes x Include in Dashboard
NP5 Work with partners to launch outdoor programming at the Stack Center Community Event Plaza by fall 2024 x Include in Dashboard NP6 Complete Jackson Corridor landscape beautification, including monument gateway sign on Jackson at Silva Avenue x Include in Dashboard NP7 Create an analysis of the staffing and funding needs to create a public art program, including the possibility of an art x Include in Dashboard Objective 4: Support volunteerism, civic leadership, and community-led initiatives Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW
NM10 # of volunteers who participated in a program or event x x Include - report annually NM11 # of students who participate in the mock City Council or other civics program x Include - report annually NM12 Number of reparative justice implementation plans approved by City Council x Report as part of NP10 Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW NP8 Increase the access to community meeting rooms and facilities across the city by collaborating with HUSD and HARD to have 2-3 spaces open for public use x x Include in Dashboard NP9 Complete interpretive signs and art in Heritage Plaza Art to Honor Indigenous and Russell City Heritage in partnership with community groups x Include in Dashboard
NP10 Allocate and develop resources to implement approved reparative justice actions resulting from community-led input on the Russell City Reparative Justice Project. x Include in Dashboard Cultivate Vibrant Neighborhoods

Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW Approach for Dashboard RM1 % General Fund Reserve x Include - report annually
RM2 $ Grant Funds received x Include - report annually
Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW RP1 Continue to explore the potential early extension of the ½ cent local district sales tax x x Not included - ballot measure RP2 Expand financial transparency through platforms like OpenGov x Include in Dashboard RP3 Report on the budget for the Hayward Economic Development Corporation x Report on under project EP10 RP4 Provide a report to Council on Public Banking x
Proposed Metric CC CM DS FD FN HR IT LB MS PD PW
RM3 # Subscribers to and reach of the Stack Newsletter x Include - report annually RM4 # Social Media impressions x Include - report annually RM5 # of City of Hayward departments with departmental language access plans completed by June 30, 2025 x Report on as part of RP5 Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW RP5 Develop and resource departmental language access plans which clarify baseline translation and interpretation practices for language access x Include in Dashboard
RP6 Conduct an interdepartmental assessment of Access Hayward and implement updates to streamline customer responses x Include in Dashboard RP7 Assess additional meeting locations with hybrid capacity for Council and Commission meetings x x x Report on under project NP8 Objective 3: Strengthen Employee Engagement, Development, and Retention Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW
RM6 New employee experience survey x Will provide a report to Council RM7 Employee turnover, hires, and promotions x Include - report annually RM8 Employee engagement survey data x Will provide a report to Council RM9 Employee demographics and employee retention by demographics x x Include - report annually Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW RP8 Interdepartmentally collaborate to formalize, expand, and promote the onbo arding program to improve new employee experience. x Not i
ncluded - internal project
RP9 Audit existing policies and HR processes for compliance including areas for revision and general enhancement x Not included - internal project RP10 Develop a citywide compensation philosophy with internal benchmarks in alignment with the co mparator marketplace x Not i ncluded - internal project Proposed Metrics CC CM DS FD FN HR IT LB MS PD PW
RM10 New Technology Investments processed through IT Governance x Not included - internal metric Proposed Special Projects CC CM DS FD FN HR IT LB MS PD PW RP11 Continue to implement an IT Governance workgroup to ensure business alignment with technology solutions x Not included - internal project RP12 Implement the Strategic Roadmap project management software and dashboard and create linked performance dashboards for other plans x Not included - internal project Objective 2: Strengthen and Streamline Customer Service Objective 4: Optimize Access to Workforce Technology
Exploration only - won't place on
dashboard until definitive action
Strengthen Organizational Health
Objective 1: Strengthen Fiscal Sustainability and Transparency